» Product managers exist in part to free up the specialists to do their thing
» Being the point of contact with senior executives and stakeholders tends to also make you accountable to them
» Specialists’ expertise is needed to wield a tool effectively, even if it’s easy to use
» Different cultures communicate with varying directness; context heavily influences interpretation and meaning
» Leadership, trust, and decision-making styles differ widely across cultural backgrounds and must be adapted to the team
» Bridging cultural divides requires empathy, flexibility, and awareness of one’s own cultural lens
» Conflict in product management is unavoidable
» Some conflict is actually desirable and healthy
» You can learn to assess and manage conflicts more constructively
» When delivering difficult news at work, you are not there to seek sympathy
» Tie business impact to deprioritised work to highlight the problem to your CEO without sounding whiny
» An organisation’s emotional culture governs which emotions people express and suppress at work
» Many organisation equate “fixing” to basically “patching holes in the slowly sinking boat”
