Marty Cagan argues that the weekly one-on-one is the foundation of coaching product managers, and that most managers either never run it well or treat it as optional. The 1:1 exists primarily to build a PM's competence…
“Listen to this episode on: Spotify | Apple Podcasts Frameworks are everywhere in product management, from Business Model Canvases to Opportunity Solution Trees to Jobs to Be Done, and they promise structure, clarity, and efficiency. But what happens when they become rigid recipes that stifle creativity and slow down progress? In”
Marty Cagan distinguishes coaching from mentoring using a distinction he learned from Bill Campbell. Both are valuable, but mentoring is offered as honest opinion the mentee may or may not act on, so the mentor carries…
Cagan argues that much of the confusion about product management comes from lumping together two very different team types that both get called 'product teams.' He distinguishes delivery teams (essentially re-packaged…
Marty Cagan argues that employees join a company but leave a manager, so a manager's behavior strongly shapes job satisfaction and team effectiveness. He offers a list of characteristics of great product leaders, aimed…
This interview with Siamak Khorrami, Product Operations and Governance Lead at ATB Financial, a government-owned Canadian bank, describes how the bank built a product management capability during a multi-year digital…
Teresa Torres argues that communication is a core product skill and adapts Paul Grice's conversational maxims into four guidelines for product managers: be truthful, be concise, be relevant, and be clear. She urges PMs…
Teresa Torres describes how she turns annual priorities into workable plans: first into measurable product goals and process goals, then into concrete processes that deconstruct each goal, and finally into habits that…
Amir Klein, writing via Lenny's newsletter, explains how he built an AI 'second brain' using ChatGPT Projects while launching monday.com's first AI agent. He covers giving the project a defined personality, feeding it…
The article argues that product and corporate leaders should manage their teams the way professional sports coaches and general managers do: continuously evaluating talent, upgrading skills, and filling critical gaps…
In this interview from Melissa Perri's CPO Accelerator series, Abbie Moore, CPO of the non-profit Adopt-A-Pet, explains that product leadership at a non-profit shares most fundamentals with for-profit work: customer…
Lenny Rachitsky relaunches his dormant newsletter as an advice column on growth, product, and leadership, built from reader questions he previously answered privately or on Twitter. The first installment answers three…
A guest post by product leader Tamara Hinckley offering a step-by-step playbook for building a parental leave coverage plan. It walks through timing the rollout with stakeholders, choosing a leave timeline, assigning…
In this podcast episode, Teresa Torres and Petra Wille examine how people behave in communities, noticing a growing number of members who ask what they can get rather than how they can help. They argue that community…
Lenny Rachitsky argues that learning to work alongside AI tools like ChatGPT is quickly becoming a baseline skill for product managers, not something that replaces them. The post surveys a dozen concrete ways PMs…
Of course, enabling product success has always been the main job of a PM. Execution, while essential (by definition), was never the main job of a PM. Proof: This is a tweet I had sent in the pre-generative AI era:
Teresa Torres recounts how her team at AfterCollege nearly celebrated a false win: a report claimed their new Explore feature beat the old Search, but the funnel had been misread as page-to-page when it was actually a…
Marty Cagan profiles eight strong product leaders featured in his new book EMPOWERED, spanning product management, design, engineering, and company leadership. Drawing on years of working alongside them, he sketches how…
Shreyas Doshi argues that blunt feedback can be transformative, but its value depends heavily on the giver's intent and judgment. Feedback delivered bluntly without care or accuracy can cause harm rather than growth…