PRODUCTHEAD: Should we be saying no or not?
PRODUCTHEAD is a regular newsletter of product management goodness,
curated by Jock Busuttil.
a product at a wedding (no no no no no no no no) #
Saying no to a good idea requires confidence in your product strategy
Even if saying no to an opportunity, take the time to understand its value and context
Keep ideas and suggestions separate from your product backlog
Clear company goals and strategy make it easier to say no to unaligned requests
Saying yes habitually to one-off custom features will usually kill your product business
a favour: please share this with other product people
every PRODUCTHEAD edition is online for you to refer back to
Much as we’d like to, product managers can’t have a perpetual ‘yes day’.
We can’t agree with our team to chase down every user need we discover.
We can’t say yes to every one-off feature requested by sales to close a deal (or indeed any).
We can’t take on every side-project people want us to be involved with.
We can’t always confirm to the CEO that we’ll absolutely, positively, definitely ship at 3pm on Tuesday.
Sometimes we just have to say no. But what is the best way to do so? We’ll be exploring this topic together in this week’s PRODUCTHEAD.
Speak to you soon,
what to think about this week #
If you’re building a product, you have to be great at saying no. Not “maybe” or “later”. The only word is no.
Building a great product isn’t about creating tons of tactically useful features which are tangentially related. It’s about delivering a cohesive product with well defined parameters.
[DES TRAYNOR / INTERCOM]
Saying “No” is the bread and butter of a product manager. Not only to CEO, but to everyone. What distinguishes great PMs from not-so-great ones is how they say no.
Great PMs are very nuanced in saying no; they do it in a way that rarely creates a conflict.
[BORIS KRSTOVIC / QUORA]
Whether you’re new to product management or have been a product manager for years, a coaching session can help you to step up your career.
We’ve coached people wanting to get into product management, product people with nobody in their organisation to manage them, and experienced product managers preparing to apply for a promotion.
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Despite the hair pulling, the thinking that product managers should say ‘no’ to ideas goes against the grain. A product manager should have the skill set to listen and prioritize ideas that they think will work to solve customer problems. So instead of saying ‘no’, product managers should be focused on saying ‘yes’ to those things that will help make a positive difference, and learn more about the ideas they’re not sure about.
[ANDREA SAEZ / PRODPAD]
As product managers we practice the art of saying no every day. As much as product is about building and shipping great products, invariably in order to launch some things we have to not launch others. And that’s a big part of the job, but it’s never fun and can take it’s toll.
In this awesome talk from Mind the Product San Francisco, Mina Radhakrishnan talks about how to move away from simply saying no.
[MINA RADHAKRISHNAN / MIND THE PRODUCT]
The Q&A at the end of these talks from Bruce McCarthy and Rich Mironov is particularly on-topic.
We can’t do everything, even if our executives believe we can. So how do we decide what to focus on? And how do we say NO to a huge stack of good ideas in order to focus on a few great ideas… then stick with those and finish something?
[BRUCE MCCARTHY & RICH MIRONOV / MIND THE PRODUCT]
recent posts #
Product managers hate saying ‘no’. It’s not in our nature to disappoint people. We want everyone to be happy with our products. We’d much rather say a nice, cooperative ‘yes’ that makes everyone happy and leaves us feeling warm and fuzzy.
The problem is that saying yes to everything creates manifest chaos.
[I MANAGE PRODUCTS]
A recent tweet by John Cutler provoked some interesting reactions. It got me thinking about whether there are unifying principles of product management that apply in all contexts.
[I MANAGE PRODUCTS]
When companies set out to improve a service or redesign a product, the results can sometimes be underwhelming. Instead of delivering service transformation, the team recommends only minor efficiency tweaks. If this has been happening to you, there can be many underlying causes. I’ve identified a few common problems and what you can you do about them.
[I MANAGE PRODUCTS]
Often the biggest barrier to your product’s widespread adoption is going to be whether it reaches product-market fit early on. Even if you do, you’re wrong if you think you never need to worry about product-market fit again.
[I MANAGE PRODUCTS]
upcoming talks and events #
I’ve spoken at various product management and technology conferences around the world. I share ideas primarily on the topic of product management, and this tends to overlap with agile and ethical product development, digital transformation, and fostering healthy product cultures and communities.
“Day 2 saw an impressive presentation by Jock Busuttil on user testing. He asked the attendees to lend each other a smartphone and take a picture. What a turmoil that caused ;-) ”
Marketing & Business Development Director, BlueGlass Interactive
If you’d like to book me to speak at your event, please get in touch.
PRODUCTHEAD is a newsletter for product people of all varieties, and is lovingly crafted from slightly-too-large school uniforms.