In my experience, being a people manager doesn't change much across disciplines.
The priorities should always be to help your team grow and develop their career
(the output is great work and team success). If you've demonstrated you're a
strong people leader that should be enough.
I know formal ...more
Its important to have a maanger who believes in you and supports your career.
I'd break the meetings apart into weekly tactical conversations about what needs
to be done, blockers, etc. Monthly convos around areas for improvement and then
quarterly convos regarding career development. If you have...more
Try to find an introduction to the hiring manager. If you can't find an intro,
reach out to the hiring manager directly. Someone who reaches out saying "I saw
you're job, I'm very interested, here's why I'm a good fit" will definitely get
some extra attention when it comes time to review resumes....more
If you're chasing titles, you might want to be concerned. I prefer to think
about the long term plan and look for opportunities that further my career
ambitions. Its ok to take a short term hit on title if you're going to be on a
team where you earn lots of experience, credibility and get to work...more
Nobody is ever fully prepared to take that next leap. The fact that you're here
on Sharebird learning is a good first step. In regards to building courage, the
worst thing that happens is you apply and don't hear back from the employeer,
there's only opportunity. If you've managed 4.5k employees ...more
I always think of PMM as the glue that connects the various functions of a
business (product/sales/rest of marketing/etc). A PMM's responsibility is to
understand the needs of prospects and customers and communicate that internally.
Additinoally, it's PMMs job to take all the innovation and progr...more
In order to add value, you need to first consider the priorities of the business
and the leadership team. You could be doing some pretty great work, but if it
doesn't advance the business's priorities it will likely get wasted. Once you're
doing work which aligns to the business goals, its a good...more
I've had a bit of a unique journey including leading a small marketing team
responsible for everything, as well as focused PMM teams.
I don't believe in general blueprints like "your first hire should be
competitive and second should be core product" since every business is
different. More comple...more
Communicate communicate communicate. PMM/GTM/PRODUCT need to be constantly
communicating. Here's a sample cadence to get you started:
PMM <> Product
* PMMs and Product managers catch up weekly/bi-weekly on upcoming releases,
roadmap changes, voice of customer
* PMM and Prod leadership meet...more
Find a way to get the experience. For example, launch a personal blog or Medium.
Put together a plan to socialize it to your network. Alternatively you could hit
up folks on product hunt who would definitely be open to someone who's willing
to assist on a launch in exchange for experience.