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There’s an ongoing debate about generalist product managers versus emerging product manager specialisms (such as ‘growth product manager’). I think there is room in our profession for both. Let me explain.

» Growth product managers are expected to focus primarily on revenue growth » Growth hacking failed in part because it produced unsustainable growth » Some companies stimulate growth by “infiltrating” offline communities » With infrequent use products, market penetration is a better measure of product-market fit than retention

» Ways to extend a product’s life cycle: frequent usage; varied usage; new users; new uses » Sometimes removing features is more effective than adding them » You can’t change the customer, but you can change your company’s process, strategy and culture » Give your team time and permission to check you’re moving the right metrics » Data is not a silver bullet and won’t solve your company’s trust issues

» Make small changes and embrace experimentation » People may have a sincere commitment to change, while also unwittingly applying productive energy toward a hidden competing commitment. » Extreme situations can build extreme understanding and can also push people apart » Does our current worldview limit the way we think about organisations?

All product managers will need to stand up and present to others at some point. You won’t be helping yourself (or your audience) if your slide deck is atrocious. So here are my 6 tips for presenting slides that don’t suck.

Revenue growth is the ultimate vanity metric. It’s lagging and measures an output, not an outcome. That’s why it’s a terrible choice of OKR.

» Good candidates have initiative and passion to pursue their opinions » The transition from product manager to leader requires many new skill sets » Discovery is about understanding the problem space experienced by people » Becoming a product leader means letting go of the day-to-day product management » Netflix on HR: “Be honest, and treat people like adults” » Your North Star metric best captures the core value that your product delivers to customers

» Get people to buy you stuff you actually want for Christmas :-) » 5 touchstone books for product managers

» Financial rewards alone for complex work can have the opposite of the intended effect » Even a small perceived penalty is enough to discourage experimentation, learning and success » A large part of our behaviour is influenced by our peer group

» Plans for the short and long term are often easier to define than those for the medium term (1-3 quarters) » A North Star Metric is a leading indicator of sustainable growth » It is the single metric that best captures the core value that your product delivers to customers

» There are 4 emerging product manager specialisms » You can recruit different flavours of product manager by thinking along 3 axes

Because so much of product management is about working with people, it’s important to take time to reflect on the kind of first impression you make to those people. In this latest entry for my series of 100 things I’ve learned about product management, I pass on my coaching advice to help you make the best possible impression every time.