True leaders are inconvenient. They tend to challenge the status quo when it is no longer moving a project forward. They disturb complacency, rigid systems and overly comfortable management that are simply too slow to adapt to growth and ever-changing business and cultural environments.
“Some people are capable of nothing and others are capable of anything,” said Maître Rocher about Robert de Charance (“The Parrot and the Chicken” by Robert Thomas).
I remember talking to one of the Beachbody directors and complaining about needing the motivation to start (as if being overweight in LA, and specifically, working for a fitness company wasn’t motivating enough). I asked him: How!? How do I get the motivation?
He looked at me with compassion and said…
I had this conversation with a friend the other day. Brilliant guy. Sharp. Decades of experience. He’s applied to 60+ jobs in the last three months. He was submitted to a couple. Zero callbacks.
If you're a small or not-yet-large business, this article is for you.
Read carefully — because the gap between surviving and scaling often comes down to the strategy you apply when money is tight and options are limited.
Mistakes made in management are costly. Product management requires both management discipline and product thinking.
Many of us have experienced how misaligned responsibilities skew the most efficient product roadmap and create confusion within the team.
Let's go over some of the mistakes that companies make around Product Management in detail and see if we can uncover some actionable solutions, supported by real-world examples.
Leadership is often perceived through the lens of extroverted traits, emphasizing assertiveness and charisma. Recognizing the nuanced aspects of effective leadership reveals that it's not confined to extroverted traits alone. Leading successfully involves a delicate interplay of various qualities, and introverts bring a unique set of strengths to this arena.
In recent months, "Product-Led Growth" (PLG) has been making waves. You've likely heard of its effectiveness and how it's reshaping the way companies approach growth. How is PLG different from the familiar product development we are now used to? How to leverage it for product success? Let's find out.
Recently, I have initiated a poll in one of the "quality" engaging communities on LinkedIn. The poll was about the most common digital product development challenges (I called them pain points, and this will bite me hard later on). The poll got a solid amount of engagement and interesting comments, and I couldn't help but write about it and its discovery.
While there isn't a specific global statistic on the prevalence of self-awareness, it remains a complex and subjective trait, varying widely among individuals. Research in psychology and organizational behavior explores this trait, emphasizing its developmental nature. So, how do we cultivate self-awareness in ourselves and those around us? And how do we leverage this process, especially in teamwork within digital product development?
