<H1> Hi there! My name is Graham Kennedy. </H1> |
<H1> Quick aside #1: So, are you wondering how we'd work together? </H1> |
<H1> To be happy, productive, and impactful at work, I need... </H1> |
<H1> #1. Am I inspired by the leadership culture? </H1> |
<H1> #2. Does the job scare me? </H1> |
<H1> But aw lawdy, there are some things that I really don't like. </H1> |
<H1> Mindfulness is my mantra. </H1> |
<H1> Quick aside #2: My storytelling style is a little unusual. </H1> |
<H1> Outcomes </H1> |
<H1> Celebrate attitude, reward impact. </H1> |
<H1> If your job is output focused, </H1> |
<H1> Outputs still matter sometimes. </H1> |
<H1> Outcomes aren't difficult to define. </H1> |
<H1> Outcome focused people evangalize and practice... </H1> |
<H1> Products </H1> |
<H1> Product managementain't rocket science. </H1> |
<H1> First and foremost, you're a problem solver. </H1> |
<H1> Before building anything, you should understand your market. </H1> |
<H1> If your sales team asks for features that your ICP doesn't care about, </H1> |
<H1> Remember, you get to choose your good fit customers. </H1> |
<H1> Good fit customers bring all the benefits. </H1> |
<H1> Why build for a customer that you won't target? </H1> |
<H1> Don't be the bestat being average. </H1> |
<H1> "Your product isyour business model." </H1> |
<H1> When I'm trying to figure out if my ideas can gain traction, </H1> |
<H1> Few things are better than simply asking around, though. </H1> |
<H1> Assumptions and experience are the last resort. </H1> |
<H1> Early on, competition probably doesn't matter that much. </H1> |
<H1> Your product's success is measured by your customers' success. </H1> |
<H1> Product is thenew Marketing. </H1> |
<H1> And Growth is thenew Product. </H1> |
<H1> You must be able to grow your product. </H1> |
<H1> Your product must have a compelling vision, </H1> |
<H1> Don't confuse a list of good features with innovation. </H1> |
<H1> Speed is the byproduct of a strong team, process, and vision. </H1> |
<H1> A Minimal Viable Product (MVP) </H1> |
<H1> In the end,just build somethingthat matters. </H1> |
<H1> Leaders </H1> |
<H1> A great leadership culture is sowed organically, </H1> |
<H1> Accountability is a mutual agreement on commitments. </H1> |
<H1> Quality feedback is critical. </H1> |
<H1> And ask lotsof hard questions. </H1> |
<H1> Oh yeah,no annual reviews! </H1> |
<H1> As a leader, you only succeed when your team succeeds. </H1> |
<H1> Owners have genuine war stories. </H1> |
<H1> Employees don't get fired. </H1> |
<H1> Build an armyof Bitzuists. </H1> |
<H1> And always be the bestat getting better. </H1> |
<H1> See Ya Later </H1> |
<H1> Meh, I've been laughed outta plenty of rooms. </H1> |
<H2> I'm an accomplished leader in growth, product, market, and customer development. </H2> |
<H2> Well then, I've got you covered. </H2> |
<H2> I don't think I'm a rockstar.I'm pretty sure I'm not a ninja.I'm certainly not a unicorn. </H2> |
<H2> I have a simple two question testto measure happiness. </H2> |
<H2> That is, does it value purpose over urgency? </H2> |
<H2> That is, am I gonna get my ass kicked worse today than yesterday? </H2> |
<H2> "A mental state achieved by focusing one's awareness on the present moment." </H2> |
<H2> So I've enlisted a few friends to help meow-t. </H2> |
<H2> over Outputs </H2> |
<H2> there's a robot just waiting to take it over. </H2> |
<H2> But they're not the objective, they're just the means to the end... and the means again. </H2> |
<H2> Just focus on the why. </H2> |
<H2> over Features </H2> |
<H2> But it is hard. </H2> |
<H2> You're just wearing a product manager's uniform. </H2> |
<H2> An early step is to identify your Ideal Customer Profile (ICP). </H2> |
<H2> you've got a misalignment in incentives, marketing, and vision. </H2> |
<H2> Bad fit customers drive enormous non-obvious ongoing hidden costs. </H2> |
<H2> Good fit customers have... </H2> |
<H2> You'll end up just watering it down for the customers you really care about. Depth over breadth. </H2> |
<H2> Keeping it simple is hard. </H2> |
<H2> Ash Maurya </H2> |
<H2> I like to use a few approaches. </H2> |
<H2> Customers, prospects, partners, and colleagues are often willing to give you some time. </H2> |
<H2> Use at your own risk. </H2> |
<H2> Eventually, however, you'll have to go to war. </H2> |
<H2> Therefore, the earlier you hook good fit customers the better. </H2> |
<H2> In reality, though, you are probablyyour biggest competitor. </H2> |
<H2> Product managers arethe voice of the customer. </H2> |
<H2> Noisy, but important, lagging indicators like adoption and engagement are not the goal. </H2> |
<H2> It must be able to survive on its own before the company puts its entire backing behind it. </H2> |
<H2> which means your company must have a compelling vision. </H2> |
<H2> Real innovation is simply doing something meaningfully better in a meaningfully better way. </H2> |
<H2> Speed is not the end goal. </H2> |
<H2> When all you focus on is getting shit done,then all you're gonna get done is shit. </H2> |
<H2> However, getting your feedback loopdown to 0 is crucial. </H2> |
<H2> is nothing more than the easiest and fastest wayto validate a worthwhile product assumption. </H2> |
<H2> over Managers </H2> |
<H2> As a leader, your jobis to make everyone else better. </H2> |
<H2> A strong leadership culture is the result ofeveryone being self-motivatedto make their biggest impact every day. </H2> |
<H2> and not manufactured artifically. #LeadershipIsARoleNotAtitle </H2> |
<H2> Teamwork is 1+1=3. </H2> |
<H2> Commitment over consensus. </H2> |
<H2> Be clear, transparent, and authentic... then be overwhelmed about the awesome trust you've created. </H2> |
<H2> That's why it's so important to avoid hiring 9-to-5ers. </H2> |
<H2> Owners > Contributors > Participants > Observers </H2> |
<H2> #DetailedStoriesOverGenericResumes </H2> |
<H2> They simply don't get re-hired. </H2> |
<H2> over Goodbye </H2> |
<H2> Thanks for visiting! </H2> |
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