RAFFIAPALM

Resources for product teams from industry experts.

leadership

  • When we assess our choices, we’ll take the inside view by default. We’ll consider the information in the spotlight and use it to form quick impressions. “…” What we’ve seen, though, is that we can correct this bias by doing two things: zooming out and zooming in.

    When we zoom out, we take the outside view, learning from the experiences of others who have made choices like the one we’re facing. When we zoom in, we take a close-up of the situation, looking for “color” that could inform our decision. Either strategy is helpful, and either one will add insight in a way that conference-room pontificating rarely will. When possible, we should do both.

    — Decisive: How to Make Better Choices in Life and Work by Chip Heath, Dan Heath

    Source: Amazon Kindle
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  • What I’ve learned over the years is that the best communicators learn to align their intentions with their impact. While intention is what someone wants to make happen or plans to accomplish, the impact involves the quality of the experience from the perspective of the receiver — and that impact may not correspond with what the communicator intended. When communicators monitor and align intention and impact successfully, people trust them more fully.

    — Conversational Intelligence: How Great Leaders Build Trust & Get Extraordinary Results by Judith E. Glaser

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  • Focusing is great for analyzing alternatives but terrible for spotting them. Think about the visual analogy — when we focus we sacrifice peripheral vision. And there’s no natural corrective for this; life won’t interrupt our focus to draw our attention to all of our options.

    — Decisive: How to Make Better Choices in Life and Work by Chip Heath, Dan Heath

    Source: Amazon Kindle
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  • Don’t be an expert, be open. Let’s be honest. There is a lot of talk about embracing mistakes, failing fast, and showing vulnerability. But expertise is both rewarded and embraced, and often essential to being viewed as credible. How do you balance this? The marketing leader finds ways to communicate expertise while still showing openness toward others, inviting participation.

    This balance is serious Jedi-level $h#t (I’m still working on it). You’re never really a master. But the difference between a “functional expert” (director) and “leader” (VP or CMO) lies in tone, tenor, and self-awareness. You don’t have to be perfect, but you do have to develop tools to navigate challenges with grace. Experts feel closed. Leaders feel open.

    — Loved: How to Rethink Marketing for Tech Products (Silicon Valley Product Group) by Martina Lauchengco

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  • Many products run into ethical dilemmas around their data practices. Here are some questions to ask:

    • What data do you plan to collect?
    • Do your customers understand that you’ll be collecting that data?
    • Do your customers understand how you’ll be using that data?
    • Are you planning to share that data with third parties? If yes, how are those third parties planning to use that data?
    • If your customers fully understood how you planned to use their data, would they be okay with it?

    — Continuous Discovery Habits: Discover Products that Create Customer Value and Business Value by Teresa Torres

    Source: Amazon Kindle
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