Molly Graham introduces the Waterline Model, a diagnostic for underperforming teams that checks four levels in order: structure, dynamics, interpersonal, and individual. Her core argument is that many team problems are…
Andy Johns, a growth leader who stepped away from a presidency at Wealthfront after a heart scare, argues that high achievers need a deliberate way to recognize and respect their personal limits. He introduces a…
Marty Cagan argues that leaders often undermine their product organizations even when their intentions are good, and he lists ten common behaviors that stop leaders from actually helping. The behaviors range from…
Marty Cagan argues that the most important thing a product manager coach brings is the right mindset, not just the right tools. Techniques like 1:1s can backfire if the manager uses them to assign tasks rather than…
Marty Cagan profiles eight strong product leaders featured in his new book EMPOWERED, spanning product management, design, engineering, and company leadership. Drawing on years of working alongside them, he sketches how…
“Stepping into your first product leadership role is a major change. As an individual contributor, you’re focusing on your own projects and progress, but as a leader you are now responsible for the team (or teams) that report up to you. You may find yourself less involved in the”
Teresa Torres argues that managing product teams by outcomes rather than outputs is necessary for real autonomy, but it is hard because leaders struggle to trust teams and teams struggle to communicate progress on…
Marty Cagan argues that empowered product teams depend not on less leadership but on better leadership, and that moving to empowerment is far harder for product leaders than most expect. He splits the role into…
Marty Cagan argues that the head of product management, typically a Director or VP, is one of the most consequential roles in a high-tech company, because a great product can redefine a business and a few failed…
Marty Cagan notices that several of the strongest product companies, including Apple, Google and Amazon, have very different cultures yet share a hidden common thread: their founders were coached by Bill Campbell, the…
Marty Cagan argues that when companies grow, boards often push founders to hand over leadership to professional managers, but the stronger path is to coach founders into strong product leaders. He contrasts two failure…
Marty Cagan follows up his article on product management theater by arguing that where PM theater exists, product leadership theater usually exists too. Product leaders often blame senior executives, such as non-product…
Coach Natalie Rothfels argues that stuck, overwhelmed product leaders are usually facing inner conflict between competing 'parts' of themselves, which external productivity tactics can't fix. She walks through the…
Lenny Rachitsky addresses the tension managers face between incorporating team input and making firm decisions themselves. He argues that managers must often overrule their teams, and offers five strategies to balance…
Hilary Gridley, a WHOOP product director, argues that AI can help managers become "supermanagers" by scaling their coaching and feedback. She shares five practical strategies, from building custom GPTs that replicate…
Marty Cagan argues that product leaders must actively develop their product managers, since strong teams are essential and people leave managers rather than companies. He presents a gap-analysis tool for ongoing skills…
Marty Cagan argues that the weekly one-on-one is the foundation of coaching product managers, and that most managers either never run it well or treat it as optional. The 1:1 exists primarily to build a PM's competence…
Marty Cagan argues that managers of product managers must actively develop their people, since talented PMs will leave for other companies if they lack growth. He presents a gap-analysis skills assessment as the…
Marty Cagan argues that a manager has a large effect on whether a product manager is happy, and that good managers should check in weekly on whether the PM finds her work meaningful, is growing in her career, and has…
Marty Cagan argues that employees join a company but leave a manager, so a manager's behavior strongly shapes job satisfaction and team effectiveness. He offers a list of characteristics of great product leaders, aimed…
Cagan and Moore argue that moving to an empowered product-team model is a major cultural shift that must start with senior leaders, who still have legitimate needs to run the business. Their answer is not to simply step…
This podcast episode examines why companies drift back to command-and-control leadership during uncertain times, because it feels faster and more decisive. Teresa Torres and Petra Wille argue that no single leader can…
In this podcast episode, Teresa Torres and Petra Wille examine why product leaders underinvest in their own development. They argue the real blockers are less about budget and more about stigma around coaching…
Chris Jones, an SVPG partner, describes the hard transition from being a strong individual-contributor product manager to managing other PMs. He recounts advice from his own manager, Steve Roop, that a new hire should…