Image source: C&C Concept and Creation

And the question is:

What song best sums up your thoughts about product management and being a product manager?

The question sounds silly, like one of those Facebook personality quizzes. But, I think, in an interview process, it’s pretty revealing.

Is the choice funny? Thoughtful? Empty? Overwrought?

My answer comes from Target, circa winter 2006.

I was walking through the electronics department, and every TV in the place was playing a Target commercial overlaid with this amazing song I’d never heard before. I went home and did some research on my computer (because, of course, this is the pre-Shazam era) and discovered the song was “Shape Of Things To Come” by Max Frost and the Troopers (1968).

I became obsessed with this song. In part because it sums up a lot of my feelings about being a product manager.

Here are the lyrics…

There’s a new sun
Rising up angry in the sky
And there’s a new voice
Saying, “We’re not afraid to die”
Let the old world make believe
It’s blind and deaf and dumb
But nothing can change the shape of things to come

There are changes
Lying ahead in every road
And there are new thoughts
Ready and waiting to explode
When tomorrow is today
The bells may toll for some
But nothing can change the shape of things to come

The future’s coming in now
Sweet and strong
Ain’t no one who can hold it back for long

There are new dreams
Crowding out old realities
There’s revolution
Sweeping in like a fresh new breeze
Let the old world make believe
It’s blind and deaf and dumb
But nothing can change the shape of things (4x)
To come!

This song has everything

Setting aside the origins of the song — the lyrics tell a business story we’d all be wise to remember.

The world is always changing, and its our job to stay plugged into that. Goliaths rise and fall, and if we want to stay relevant we need to face the facts, and meet the ever-changing needs of the marketplace.

It’s hopeful, angry, clever, dangerous. You know, like most good PMs.

So, how about you — what song sums up your feelings about product management?

Bonus Content

Listen to “Shape Of Things To Come” on YouTube:

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This time, we’re talking with Saeed Khan of On Product Management. Saeed has worked in startups and public companies, both in Toronto and Silicon Valley, in roles ranging from individual contributor to Vice President of Product Management.

And he understands the potent combination of Legos and Star Wars, so you know he’s good people.

Image source: Inside Sugab’s Brain

What’s the best career advice Saeed received early? And what’s he find distasteful about “Agile product management”? Read on…

Saeed, what key people helped shape you into the Product Manager you are today?

I’ve been working with computers and software for a long time. It started in high school. This was in the late 70s — before PCs, Macs, Windows, or even DOS for that matter. We had a Wang microcomputer, and my first job was as a computer operator for the school’s daily attendance report.

Teachers would fill out computer punch cards with the class attendance. Every day after school, I would run those cards through a program that the Computer Science teacher wrote. That was my start with computers.

So the first influential person was my CS teacher, Mr. Hay, who not only taught me about programming, but helped me really understand how computers could be useful beyond games.

Beyond games? Impossible!

It’s true!

Much later, as a Product Manager at a small development tools company, I learned a lot of fundamentals from my boss at the time, Dewaine Miller. He was the VP of Marketing and was truly a great mentor.

How did you decide to become a Product Manager?

After high school, I went to university and had numerous jobs related to technology. A particularly bad startup experience with an out-of-touch CEO, an egomaniacal engineering VP, and no product management made it clear how important good product management is!

I’d always been very customer and user centric and that startup experience convinced me to become a Product Manager.

What’s the best career advice you received as you entered product management?

During my first stint as a PM, I went to the VP of Sales about some frustrating experiences with his sales team. The VP was a great guy. He listened to me and then said something like the following:

I can understand why you feel that way. Your approach to the problem is very logical, but you have to understand this one thing about sales people – they are coin operated. If you want them to do anything, show them how it will make more money for them.

Seems pretty basic today, but back then, it was news to me.

From that day onward, not only did I understand how to work with sales people, but the philosophy of knowing peoples’ motivations helped me understand how to work (albeit not always perfectly) with most groups.

What trends do you see in software product management?

First I think one of the good trends is simply the growing awareness of both the role and value of product management in the overall technology and software community.

Most, if not all technology companies have product management in some form, but clearly there’s a ways to go before all of those companies get to a stage where they implement strong product management teams and practices, and realize the full business benefit that can be had.

Even early stage companies and startups are realizing that product management is important and are heading in that direction. Terms such as “customer development” and “product-market fit” are becoming understood as being critical to early stage success, even if people don’t currently associate those terms directly with product management.

Another good trend is the growth of the PM community via blogs, associations and particularly events like ProductCamp. I believe this ties into the growing awareness, and perhaps curiosity about product management.

In Toronto, we’ve held two camps and will hold our third this year. Aside from Toronto and several cities in the US, there was a ProductCamp in Amsterdam last fall, and one in Sydney a few months ago. It’s truly becoming international and that’s a great trend.

Sounds great! Any negative trends?

One negative trend, in my opinion at least — and I think I’ll ruffle some feathers here — is this recurring notion of “Agile product management“.

The Agile movement in the engineering community is well underway, there’s no denying that. And for the record, I think it’s a good thing, particularly when it truly helps change the mindset of those development teams and enables them to be responsive to needed plan changes.

But, when those in the product management community prefix the word “Agile” in front of “product management”, we do ourselves a disservice, because it too closely ties product management to the engineering teams, and further pigeonholes us as an adjunct to engineering.

When working with Agile development teams, the interface between product management and engineering needs some adjustment, but that doesn’t change the fundamental goals and ways that we need to do the remainder of our jobs.

I’ve argued on my blog (albeit a little bit tongue in cheek) that product management has always been responsive to change, that we really want working software, that we’ve always put people ahead of process, and of course customers well ahead of contracts; in short, that we’ve always been Agile. And it’s engineering that is finally (and thankfully) in the process of making that adjustment.

Some people don’t agree, and that’s fine, but I honestly feel that associating too closely with words like “Agile” or “Extreme” or “2.0″ or whatever else becomes the latest engineering or industry buzzword is detrimental.

As long as people don’t have a clear understanding of the basic goals and value of product management, these kinds of associations will bring more confusion than clarity.

If you could thrust yourself, “Being John Malkovich”-style, into someone else’s shoes for a day, whose shoes would you choose, and why?

I can’t give you just one answer, so here’s a few but I’ll keep it brief:

1. My wife – she’s the ultimate multi-tasker, prioritizer, coordinator, and cross-team leader. We have a big family and she somehow brings order to what could otherwise be utter chaos. I honestly don’t know how she does everything she does.
2. Steve Jobs – for obvious reasons. Though I’d like it to be on a day when he’s making key decisions and interacting with a lot of people. Not on a day when he’s giving a well rehearsed speech at a product launch or other industry event.
3. David Suzuki – an outstanding Canadian, but more importantly an incredible person who has been (seemingly tirelessly) speaking out about the potential harmful impacts of climate change for over 20 years.

Follow Up

Thanks, Saeed! If you want to connect with Saeed, please follow him on Twitter @saeedwkhan or visit him at On Product Management.

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The oily waves Orange Beach, Alabama – over 90 miles from the BP spill.
Image source: Guardian.co.uk

It’s easy to criticize BP CEO Tony “I’d like my life back” Hayward for being insensitive, and even insulting.

Without letting Hayward off the hook — I wonder, on a much smaller and less environmentally-disastrous scale, how often we all react — or are perceived to react — inappropriately in a given work situation? And what effect does that have on our products, our teams, our companies?

When Is A Crisis Not A Crisis?

Crisis management is tough. But the normal everyday interactions we have with other people can offer their own unique challenges, and consequences.

We all deal with complex problems, rapidly changing situations, broken lines of communication, unclear roles. There’s uncertainty, personality conflicts, personal situations…

At any point, any of these elements can conspire to become a crisis — either real (“Oil spill!”) or imagined (“Why didn’t the senior engineer smile at me today?”).

Before You Scoot Off For That Glitzy Yacht Race…

Make sure your words, actions, and demeanor underscore what you’re trying to say about the given situation.

And do that in every interaction you have with everyone.

This means projecting a reassuring attitude while asking tough questions that yield a comprehensive picture of what’s going on, and why.

That means watching your tone and facial expressions so you appear emotionally appropriate and engaged at all times.

Remember: Sometimes, a calm, measured demeanor can help reinforce what you’re trying to say. Sometimes, that same approach can make you look like you’re distracted or unsympathetic. Depends on the situation.

And, yes, my fellow PMs: Sometimes that means skipping this year’s yacht race to avoid looking oblivious and unsympathetic. After all, there’s always next year.

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It’s nearly always a mistake to ignore the Human Factor.
Image source: “Durarara” via Crunchyroll

Because while many great discussions about metrics in product management do a thorough job of looking at metrics from an objective, logical point of view, they remain silent on the consumption of those metrics and the behavioral reaction to those metrics.

And if humans are involved in that process, that’s a big mistake.

Read my guest post which includes three tips on avoiding the misuse of metrics.

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However, we’re doing ourselves and our companies a disservice if that’s all we’re doing.

Kilowog explains the importance of being a hardcore product manager.
Image source: Comic Book Resources

“I’m Strategic!”

Various people talk about product management’s increasingly strategic role, and how we can lead teams and drive alignment by focusing on goals and market data.

That’s true insofar as it goes. But it doesn’t go far enough.

Many times, I fear product managers come across as modern-day Neros, fiddling while the rest of the organization burns. Because it’s not our fault that engineering can’t do this, or marketing can’t do that, or whatever. We’re above all that. If other teams can’t rally, they’re the problem, not us.

That Thinking Is Broken

It’s time to stop thinking that product management is somehow Above The Fray.

Having data is great. Making it accessible and understandable and meaningful to people inside your organization is better.

Focusing team outputs is great. But if they can’t achieve those outputs because of team dysfunction, and you’re allowing them to flounder, then you’re part of the problem.

Because, when you allow them to flounder, you’re not acting like a leader. You’re acting like passive-aggressive, all hat, no cattle version of a leader — and that’s no good to anyone.

The best leaders and managers know how to align objectives across departments and resolve conflicts through understanding and teamwork.

If you’re truly a leader in your organization, truly a manager, then it’s your duty to help make sure the organization functions as well as your products.

In Other Words…

Being “strategic” means more than lurking in the perfect storm of technology, products, and business. It means being a transformational leader who encourages individuals and teams to achieve their potential, and works with other managers to make that happen.

Otherwise, Rome burns. And guess what? No one’s going to care how “strategic” you said you were; you’ll just be another manager who could have done something, should have done something, and didn’t.

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Watch the video (duration: 18 minutes, 35 seconds).

It Seems So Simple…

And, in some regards, I guess it really is. But how many of us actually approach the customer from that vantage point? How many of us start with the why, and work our way out to the how and the what?

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Listen here as an .mp3

Listen now on iTunes

Show Notes For This Episode

• Official Iron Man 2 Trailer
• Perdue – Tender Chicken Commercial
• Does winning the lottery make you happy?

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PMMPC: The Podcast Available Wherever Fine Podcasts Are Available

• iTunes
• Feedburner
• Podfeed.net
• Podcast Pickle

Of course, Malatesta would be rolling in his grave to hear his words used in a product management context.

But it’s true — successful products are a) great, b) provide something meaningful to the target audience, and c) deliver on the promise made or implied. (All easier said than done.)

For more on this topic, check out this recent BNET article by Ian Sanders.

Special thanks to @sjohnson717 whose Errico Malatesta quotation inspired today’s haiku.

How About You?

Have you ever tried to sell people something they didn’t know they needed? What was that experience like?

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This time, we’re talking with Carl Knibbs, a London-based Product Director and co-founder of Lovemoney.com. Who happens to share my love for the British drama Being Human.

The cast of Being Human, or what the PM team looks like at the end of the day?

What’s the single biggest mistake Product Managers make on the job? And what has working for the BBC taught him? Read on…

Carl, what attracted you to product management?

Product Management requires a mixture of creativity and drive to get things done well. It was clear to me when I started my career in ‘digital’ that product management would both challenge and reward me the most. So far, so good!

What inspires you in your day-to-day workflow?

I am most inspired by the never-ending churn of bright ideas on the internet.

And also by people. Having spent much of my career working at the BBC in particular — who have amazing people working on BBC.co.uk — you learn that digital attracts the brightest and most talented individuals who it is impossible not to be inspired by and to learn from.

What excites you about your current products?

These days I am motivated and inspired by my team (UXD engineer, me) and the prospect of simplifying how we manage our finances in the UK.

Together with a management team of ex-Motley Fool, MTV and BBC we’ve started lovemoney.com and our online banking service. The site has only been around since 2009 and I am hopeful we’ll soon be the number one money destination in the UK.

Reflecting on things you’ve seen or experienced over the years, what would you say is the single biggest mistake Product Managers make on the job–and how should they avoid it?

Without doubt, tunnel vision. Tunnel vision ruins a product’s competitive edge. I think this can avoided by constantly reviewing the competition and the product roadmap and taking a fresh approach whenever it is realistic to do so.

Do you see cultural or other differences in product leadership in the UK versus the US or other parts of the world?

I think that the US product leadership champions the product with higher priority and focus than we perhaps do in the UK. I think we could certainly learn from that.

How do you see product management evolving over the next 5 years?

I think that the concepts and traits of product management will continue to bleed over in to being the central focus of maintaining and developing digital products within organizations.

I predict less product managers, but more people employing product management practices.

I’m a big fan of British sci-fi shows (Primeval, Doctor Who, Being Human). What are you watching and enjoying these days?

Oh, I love Being Human — the irony is I left the BBC before shows like this started!

We (UK) are just getting the latest season of 24, which I am glued to. I, of- course, spent last summer watching all episodes of The Wire, which I loved.

Right now I just finished with the UK version of the Scandinavian drama Wallander, not sure that one will make it your way…

Follow Up

Thanks, Carl! If you want to connect with Carl, please follow him on Twitter @CarlKnibbs or visit his website, carlknibbs.net.

New Around Here?

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Source: Robotech.com

What’s Robotech?

By the mid 1980s, several animated series from Japan had come to North America. However, Robotech was the first to retain the emotional drama and seriousness of its original source material.

Which is a little odd because Robotech is actually an American creation.

Produced by Harmony Gold USA, Inc. in association with Tatsunoko Prod. Co., Ltd., Robotech is a multi-generational sci-fi adventure developed by Carl Macek by stitching together three unrelated anime series.

This was done for commercial reasons: At the time, American weekday syndicated TV required 65 minimum episodes; by combining the three series, they surpassed the goal with 85 total episodes. And the story Macek wove — with new dialog and completely new themes and storylines — changed the way I, and many other kids-at-the-time, saw TV.

At The Time, G.I. Joe Was As Dangerous As It Got

As a child of the 1980s, I would pretty much watch any cartoon. For the most part, they were not good. I mean, even The Transformers — which I love — is pretty lame when viewed through adult eyes.

The G.I. Joe cartoon stands up a little better — mainly for the crazy plots and kickass theme song — but even that didn’t exactly elevate the art of kids television, or anything else.

Robotech, though — that was different.

And it taught me something very important.

People Are Complex

“Your opinion, although interesting, is irrelevant.”

Maybe you’ve heard that phrase before?

As product managers it can be easy to assume we’re the ones saying that witticism to engineering/sales/whomever because we have the data and all they have is the belief, the viewpoint, the conviction.

Who cares about those trivialities when it’s market facts, uber alles, right?

Wrong.

Emotion Trumps Logic

Facts are important, but they rarely can speak for themselves. Equally important is making those facts meaningful to the audience.

To be effective product managers, we must be market-motivated and be able to effectively sell those facts to our teams.

People are driven by different things. Some want to do the impossible. Others want to make money while their teammate wants to change the world. Personally, I want to entertain people, to give them a break from their real lives.

Understand what makes your individual teammates and supervisors tick, and you’ll find the right way to communicate and sell those facts. And that’s how you get things done.

Bye-Bye, Mars

Robotech pushed the boundaries of what could be shown on American TV for children: Characters died, had their hearts broken, and faced down their fears in a fairly realistic way. I was 10 years old when I first came into contact with Robotech and it influenced me profoundly.

Thanks, Mr. Macek.

Bonus Content

Harmony Gold, in association with Fireworks International and Manga Entertianment, have made Robotech available for free on Hulu and YouTube.

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