Kassen Qian

Most PR/FAQs are rejected, and the ones that pass often generate further questions that need to be answered. This is a feature, not a bug. Spending time up front to think through all the details of a product preserves your company's resources to build products that will yield the highest impact for customers and the business.

Kwan's Hierarchy of Product Needs:

You’re the product: The product your team builds and ships is the most faithful representation of your success as a PM.

Good product managers err on the side of clarity vs. explaining the obvious. Bad product managers never explain the obvious. Good product managers define their job and their success. Bad product managers constantly want to be told what to do.

5. Make Team Management Your Highest Priority Product: To be a good product team manager, you need to have been a successful product manager first. "As a group product manager, my job is to help PMs own their ideas, work with stakeholders, get people on board and amplify their insights. Our product managers are my products."

I initially did this solely for monetary gain. But then when I started getting deeper into it, I found community. I met real dope people that were really there for me. I found newer forms of creativity that I didn't even think I had. I feel like being a community leader is a creative to a great extent as well. And that changed my whole outlook on w... See more

2. Strong Product Leadership: in strong product companies, the product leaders are among the most impactful leaders in the company.

Provides questions you can ask during a job search to sniff out strong product orgs.

3. Empowered Product Teams: in strong product companies, teams are instead given problems to solve, rather than features to build, and most important, they are empowered to solve those problems in the best way they see fit.