Kassen Qian

One of our operating principles is “really, really care.” It’s craftsmanship and a huge amount of dedication to getting all of the details right.

1. Shipping - The most basic need that a PM satisfies is shipping features. This involves day-to-day tackling of large and small decisions that block the successful release of a new feature.

Side benefit of this method: by forcing multiple iterations on a PR/FAQ, you implicitly gain the approval of everyone who reviews it, demands iterations on it, and subsequently approves it. This then means that when a product passes the PR/FAQ process but subsequently fails in the market, people are more likely to take collective responsibility.

2. Planning - Continually challenge product-market fit and keep the team aligned on a 3-6 month, mid-term vision, of the product. Requires more EQ and stakeholder management.

Stripe and Google both have long-term big visions and optimism about the impact technology can have on people’s lives .

You’re a coach: Coaches understand that teams are composed of people and the interpersonal relationships between each member determine to a large extent the effectiveness of the team, what it is capable of producing as a unit. PMs too must inspire, motivate and convince their team to fight for Every Single Inch.

Good product managers know the market, the product, the product line and the competition extremely well and operate from a strong basis of knowledge and confidence. Bad product managers have lots of excuses. Once bad product managers fail, they point out that they predicted they would fail.