Kassen Qian

Thinking about team management as a product: - Set up advanced listening mechanisms: help your PMs become better listeners- Keep your feedback loops healthy at all costs: Establish a consistent set of group and one-on-one meetings, ideally early in the week to help set the tone and get the team on the same page.- Your team should have a purpose as... See more

Vision & Strategy: You own the vision, strategy, and roadmap. You know the market, our users, the product, and the competition. You drive alignment: If I ask 5 different people what you’re building and why, I’ll get one answer.

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.

You're a CEO: Gross overstatement except for senior PM roles. The majority of PM jobs involve ... little meaningful control over resourcing, zero actual reporting authority over anyone, nor much, if any, say in the budgeting process. But in terms of responsibility, the buck stops with you. If the product fails, it is your fault.

Cross-functional teams: people can work on different parts of a system in parallel.

Ownership: I can give you a problem statement, but you’re the one who determines what your job is. You don’t get driven around by the team; you figure out what the team needs, and you deliver that.

Another thing is a sense of urgency. The company is especially dedicated to moving very, very fast .

1. The Role of Technology: in strong product companies, technology is not an expense, it is the business.