3/16/2024 0 Comments 30 60 90 day plan template managerYou've landed this fancy title of Product Manager, but let's get one thing straight: You're not the protagonist in this story. "Me, Myself, and the Customer" - Making Customer-centric Decisions Your future self will thank you, trust me. Or after for what it matters.īy keeping a balance between internal, and external activities or “playbooking”, you set the stage for not just surviving but thriving in your new role. Don’t do that in the first 90 days because you want to go fast. If you’re burnt out, you’re as useful to your team as a screen door on a submarine. Yes, you want to lay that part out before anything hits the fences. Use methods and tools like the RACI Matrix, align on how decisions will be taken regarding budget, resources, and disagreements. Well, maybe a drafted stone (really not sure about this one). So make sure responsibilities are clearer than mud. They'll offer a plethora of suggestions your job is to filter the gold from the garbage. Stakeholder Relations: Yes, it’s important to wine and dine your stakeholders (figuratively, of course).Exactly, think about it if your company does not cover it already. And you also need to make them talk to you! On their own agenda. You need to know what your market wants and how badly they want it. Customer Feedback: A Product Manager who doesn't talk to customers is like a fish that doesn't swim-useless.If you're always in meetings or stuck in your inbox, you're doing it wrong. They’re the ones who’ll turn your grand visions into a functional product. Internal Priorities: You can't ignore your team.Here’s why balancing these activities matters: The Importance of Balancing Internal and External ActivitiesĪh, the life of a Product Manager-a juggling act between schmoozing with stakeholders and doing "real work." It’s like being the prom queen and the chess club president simultaneously. And understand what kind of Product Manager you are. So, how do you avoid becoming a cringeworthy anecdote in the annals of Product Management? Simple: Set your own success metrics and KPIs before your boss does it for you. Learn to say no, or else you'll end up with a product that's a jack-of-all-trades and master-of-none. You can't grant every wish from Sales, Marketing, and Engineering. Inability to Say No: You're not a genie.Keep your eye on the prize, not on your feed. FOMO: Fear of Missing Out on the latest agile methodologies, toolkits, or whatever fancy acronym is trending on LinkedIn.But if you chase after every KPI like a dog after squirrels, you’ll run around in circles and accomplish zilch. KPI Overkill: I get it metrics are sexy. So, they end up building a Swiss Army knife when all that was needed was a simple corkscrew.
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