Make New Product Features Stick

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Guest Post by: David Parmelee, Digital Strategy Consultant

As you study the people who use your product or might use it, patterns start to emerge.  A marketer or market researcher may view patterns in terms of demographics and buying activity.  A user researcher or other UX practitioner may group users by patterns in their behavior, both inside and outside your product.

Whether you consider your user base in light of market research or user research, both of these kinds of researchers use the patterns they discover to form personas.  

User personas stand in for users throughout the design of your product.  Each one has at least one goal and at least one pain point.  Using a distinction from About Face, these goals could relate to their lives, the ends they accomplish in working with your product, or their experiences and feelings using your product.  Realistically, they would have one or two life goals, around three end goals, and at least one experience goal.

Why bring this up?

Your users do not all have the same goals or the same pain points.  Therefore, they would not use your product’s new features – or decide to engage with them – based on the same motivations.

Using personas to drive engagement

personas-HEM-Blog-2[1]The main questions to ask when you evaluate a new feature’s relevance to each persona are these:

1. Will this feature help this persona accomplish her goals, not just mine?

2. Will this feature help this persona alleviate her pain points, not just mine?

If a persona says no to both questions, users like her won’t care about this feature, even if you consider it your magnum opus or your product’s big differentiator.

Sad but true.

So don’t bother people like that persona about that new feature.  Instead, tell them about the features that would cause them to say yes to those questions.

You’ll get more engagement that way.

Segmentation and automation

You might think that telling users about new features is all or nothing.

That might be how you’ve implemented it today.

If you have only one email list and your product doesn’t keep track of key differences between the users, you’ll have to implement it that way.

By having separate email lists or segments within your list, you can see where your real customers fit according to your personas.  It also validates how accurate your personas are and lets you know if any are extra or missing.

You can send everyone on your main list a 1-question survey for self-selection to build those lists if you don’t want to do it yourself.  Then email the smaller lists separately with content that is more relevant to them.

Continuous integration in deployment can involve feature flagging.  You might be testing a new feature with a subset of your users, as Facebook frequently does in their experiments.  In that sense, letting users know about a feature that they won’t see will just confuse them.

Users of your product have opted into receiving communications about it if your Terms of Use permit it.  But they shouldn’t receive the same message about your new feature.  

Trivialpursuit-pie_3138286c[1]First, it would be irrelevant to many of them.  Your users are not a monolithic group, where each one of them is just “the user”.  They have different needs and goals, and they use different parts of your product.  

Second, sending everyone the same message means you’ll leave some of the engagement with your announcement on the table – even for the groups of people who would use the new feature.  

Which message is more effective?

  • “Our app is now integrated with [Maps App X]”? 

  • Or “We saw that you look at a lot of [Metro stations] when you use [Our App Name Here].  Now, you can get directions to [these Metro stations] faster in [Our App Name Here] because we’ve added directions from [Maps App X].  Check out how this can [persona goal: save you time exploring our city]!”?

Your product’s mailing list should use marketing automation to onboard and retain users. MailChimp and Drip both provide this.  

Drip works differently because you only have one list, but you can set up workflows and rules to send subscribers specific campaigns within it.  You could easily send users a campaign for a feature if they have visited a related area of your website or app.

Getting a slice of your users to listen

Persona fit is just one way to determine who would benefit most from a new feature.  But it is theoretical, and no method is entirely foolproof.  What other options do you have?

Listen to users’ feature requests

Anyone who requested the new feature you are building has at least thought about the problem that it solves.  If you use a voting system (like Aha) to decide on new features to create, you can notify people that the status of a feature idea they voted for has changed.

Analyze patterns of use

Analytics tools may tell you which features of your product a user has used.  Identify features in your product that help people accomplish similar goals to your new feature.  People who have used these features may be good candidates to engage with the new feature.

You are not limited to only telling people about new features from inside your product.  You can use email to notify inactive users who have used a related feature, provided they have not opted out of emails from you.

Consider which plans are best

According to Intercom, SaaS businesses can use new features as a great chance to upsell more expensive plans.  If there’s a compelling reason why someone with a particular plan should upgrade to the next one up, tell them.  

Use their words, not your own

A trick of great copywriting is listening.  By saying your users’ words back to them, you show that you understand their problem, which led to the new feature you created.  So reiterate the problem that your new feature solves, and articulate a benefit that they will find relevant.

Beware of too much noise

Don’t tell your users about new features too often.  Give them a break between notifications so that they will seem more important.  

Annoying-noise-001[1]This is like visual design: one item that stands by itself and is large looks important.  A bunch of items that are the same size in a cluster or which are cluttered on the page won’t receive a lot of individual attention.

Make extra effort to connect on an individual level

Paul Graham tells startups, “Do things that don’t scale.”  One thing that does not scale is sending personalized messages to your users.  “Personalization” does not just mean an |*FNAME*| mail merge tag.  Make a meaningful connection that shows that you really understand your recipient.  

Tying new features into onboarding

When you tell your users about a new feature, your call to action should link people directly to a tutorial or onboarding tips for using that feature.

But to Stephen P. Anderson and Samuel Hulick, the feature should not be the hero of the story.  Your users should be.

If your feature was designed well, it focuses on a goal of one of your product’s primary or secondary personas.  To convince people that they should use it, tie the feature (and its onboarding) into a goal that they want to achieve.  It could be an end goal related to their task – or even an experience goal or a life goal.

Rather than treating your product’s onboarding like a feature that you only release once, revisit it periodically.  Do new features that you introduce necessitate a fundamental shift in how new users need to get to know your product?  Does your onboarding evolve as you understand your audience and their needs better?

AAEAAQAAAAAAAAw9AAAAJDdmZmFjZjNmLTJkNDItNDliMi05ZDI2LWViYWEwNGQxMTk3NA[1]Reconsidering your onboarding may also give you ideas for refactoring the UI and the broader UX of your product, so that it becomes easier to learn and use.  Instead of building a new feature in isolation, consider what people need to (or might) do before and after using that feature as they use it to accomplish their goals.

Telling users about new features

Release notes and email announcements are two traditional ways to tell users about new features.  The following ways might be more effective.

Explainer videos

Some products use explainer videos to tell their users how to benefit from a new feature.  This is more likely to work for a mobile app for consumers than for a desktop application for enterprise.  Many organizations have IT policies which forbid their employees from watching videos over the internet while at work.

Landing pages

Features that address a significant pain point or a significant objection from new prospects should get their own landing page, following a Pain/Dream/Fix format.  Include screenshots, videos, and sufficient copy to explain the benefits of the feature.  Promote these new features in press releases and social media ads.  

Webinars

Powerful features that go into a lot of depth are good subjects for a 20-30 minute webinar with a Q&A session.

A healthier organizational mindset for new and existing features

UserTesting recommends encouraging a research mindset in your organization or your client’s.  In other words, consider new features to be a bad idea until your organization has researched the need for them and validated that the users will need them.  

In this, let your personas be your guide.

But what if you could measure engagement with a new feature before you even design it?

Fake door idea validation involves creating a landing page to discuss an idea, buying ads on related keywords, and measuring how many users are interested in signing up.  This strategy also works at the feature level.  Create a stub in your product’s UI where a new feature would go, and measure how many people show interest in accessing that feature.

However, sometimes your best efforts at driving engagement in a new feature will not be good enough.  Remove features that your users are not using, while being careful to not damage the user experience with other features.  This saves you maintenance work, while also uncluttering your UI so that more of your users can discover better new features in the future.

Learn more about user research and designing from data
14961790935901_thumb2This article is adapted from content in UX for Development Shops: Declutter Your Interface, Design from Data, & Increase User Adoption & Retention.  You may buy this ebook at https://davidp.io/ebook.

 

About David Parmelee
David-058.jpgDavid Parmelee is the owner of Thrill & Create, a user experience consultancy in Maryland.  Also bringing deep experience in software development for companies ranging from the Fortune 500 to small businesses, he now helps development teams increase user retention in their products.  His client list for UX projects includes large global companies, county governments, and organizations in hospitality and tourism.  His ebook, UX for Development Shops: Declutter Your Interface, Design from Data, & Increase User Adoption & Retention, helps development agencies, teams, and individual developers to achieve better business results by focusing on and involving their target users.  David publishes a video series, More Than an Interface (>UI), and created Teardowns with a Twist, an innovative way to evaluate digital products from multiple personas’ perspectives at once.  Learn more about David at DavidP.io, on LinkedIn, or on Twitter at @DavidParmeleeUX.

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The Worst Nightmare of Any Product Manager

Guest Post by: Liel Aharon (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Felix Sargent]

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At the end of 2015 I was in the worst nightmare of any Product Manager.

I had a strong roadmap, clear goals and a vision for the product. The team had been working for almost a year and had a huge amount of code under their belts. We would regularly meet to discuss the features required, what the customers expected. We were making great progress. But just because it was a lot of code doesn’t mean it worked. In fact, our tests regularly failed. The relationship between QA and Engineering was bordering on food fights, and we’d only achieved half of our requirements. A production release was a distant vision.

As we were getting closer to the end of the year, my senior vice president called me in, to review our progress against our goals. He asked me to provide a status of where we stand, and wanted to make sure we are on track to deliver on time and get our bonus.

Oh crap, no way we could deliver on time I thought to myself.
How did I get here?

It wasn’t one thing. There were a variety of different problems, and symptoms. We’d made great code. We had good production standards. We were Agile, with daily standups, two week sprints and detailed estimations. We were testing our code. What did we lack?

Focus.

I thought if we’re already doing one thing we might as well also another, or just fix this thing as well. When we were working on creating the edit permissions group for apps, we also decided to work on the internal permissions that will be used by the team that supports the Appstore. Similar, right? Should be an easy fix. Wrong.

I’m not a technical Product Manager. I knew that I couldn’t look into the code to see that our engineers had built what I was looking for. I felt I had to wait until a feature built out before I could give my feedback.

We were doing Agile. We had a daily standup, sprints and estimations. But with nothing to ship, were we? Did it matter? Was it my fault?

My Senior Vice President needed an answer. More “Context and Direction”. We needed to deliver in three months. What could we salvage?

“From now on, only our most critical stories will be completed as part of V 1.0.0.”

If we were going to ship in three months, we had to figure out what we were shipping. Two sleepless nights, eight shots of espresso and one bottle of wine later, I worked with the team to have a plan. We were going to focus on making the most crucial api call to create apps work, the rest we decided to change through direct db access at first.

Once we were able to define what  V1.0.0 was it was easier to break down the issues into small stories. Prioritizing between stories got easier, because we know what they were.  The result of it were clearly scoped versions, that last about 2 weeks for development, testing, and validation.

When the team started working in shorter cycles, testing was simpler, and they could get my feedback quicker. I had the confidence to test new features to make sure we are building in the right direction, and engineers felt on track.

Finally I was able to breath.

After going from a long development process to a shorter cycle, we have managed to resolve our most glaring problems. We managed to decrease each dev-test-release cycle from being months to 2 weeks. Was the problem Agile? Or were we just not doing it right? It’s easy to confuse the rituals of Agile with actually getting things done.

If you are having similar problems with your development process I highly advise you to analyze the reasons to them, starting with an honest answer to the question – is your process actually solving your problems?

 

About Liel Aharon
LielAharonLiel (pronounced as Lee-L’) is a Product Manager at MediaMath, the marketing operating system, and is the Product Owner of the company’s Appstore. Before that she held multiple positions in Fin-Tech companies in Israel as Associate Product Manager, Project Manager and QA Engineer. Her Computer Science with a major in Entrepreneurship along with her past experience is giving her a unique point of view with a let’s get this done attitude. When not working Liel can be found adoring her Boston Terrier puppy, or working on another home cooked meal with a paired cocktail.

More About The Product Mentor
TPM-Short3-Logo4The Product Mentor is a program designed to pair Product Management Mentors and Mentees around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…

Better Decisions. Better Products. Better Product People.

Each Session of the program runs for 6 months with paired individuals…

  • Conducting regular 1-on-1 mentor-mentee chats
  • Sharing experiences with the larger Product community
  • Participating in live-streamed product management lessons and Q&A
  • Mentors and Mentees sharing their product management knowledge with the broader community

Sign up to be a Mentor today & join an elite group of product management leaders!

Check out the Mentors & Enjoy!

Jeremy Horn
The Product Guy

Reconciling Product Management and Product Leadership

Guest Post by: Lamia Benhaddou (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Amanda Ralph]

A Product manager tasked to lead and manage her team while still providing product management capabilities; that was my position when I was selected to be part of the product mentorship program and paired with Amanda Ralph, my new mentor. Amanda had 18 years of product management experience and was able to clearly foresee the obstacles I might encounter in my new role.

We started by defining the objectives I wanted to achieve over the course of my 6 months in the product mentor program, an important exercise at the beginning of any mentor partnership. I identified with my mentor Amanda, the areas that I needed to support in order to still deliver product management capabilities not only as a product manager but as a team; a team which I now lead.  

Indeed the role of a product leader is different to that of a product manager. A product leader not only has to manage products but also to guide and direct the overall product strategy and team, and ensure that products are delivered to market.

If you are stepping in a new role involving more responsibilities you will find in this article 3 essential points to consider for a smoother career transition.

Restructuring the Team

When thinking about my new role and what needs to be delivered, I establish that the team needs to be restructured in order to better align and deliver products to market and, to enable me to consolidate my new role as both product manager and people leader. In addition to restructuring the team I also need to focus on empowering and enabling my team to take greater ownership and accountability for managing and delivering the products.

Here are the key points to take into account when defining the new structure and capabilities of the team:

The 4 steps to empower the team

1/ Draw a mind map of all the product management capabilities that I am delivering as a product manager and identify the ones that can be transferred to the team.

2/ Assess the capabilities of the team by meeting every team member individually to understand both their capabilities and aspirations. In these meetings, I try to understand the current challenges each individual faces and how they can grow in this team.

3/ Do a matrix of skills to map team member skills and identify development opportunities. Identify both formal training opportunities and projects which give team members the chance to apply newly acquired skills in their day-to-day activities and develop their role.  

4/ Establish a training program for every team member or by team functions. This training set can be composed of workshops where I can transfer my product management knowledge (e.g. how to write user stories, stakeholder management, how to define value proposition). Allow for workshops where team members from other teams are invited to give a presentation (e.g., basics of project management by a project manager, etc.)

Facilitating better team collaboration

With less time on hand, it is important to develop procedures with the team that will fast track collaboration and delivery. Ensure that the communication between designers, developers and producers is optimal. The Scrum ceremonies (Sprint planning, Standups, etc.) and kick-off meetings of a new project are a good way to ensure that. Holding regular Agile retrospectives can be very useful in this regard and allow a safer communication to happen within the team.

At the end of the day, your job is to ship the right product to the users. I encourage then the team to have a greater understanding of the users. This can be done for example by involving the developers and product owners in the user research, the wireframes assessment and the usability testing sessions.  

Resource management

A new leadership role is also a good opportunity to assess and evaluate whether you have the right skill sets and resource capacity in your team.  It is impractical to continue to do your old role as well as lead the team. So you need to assess whether there are opportunities within the team for individuals to step up and take on more responsibility or whether you need to bring additional resources into the team.

Stakeholder engagement

By taking on more responsibilities, I need to demonstrate leadership and gain the confidence and trust of my stakeholders.

Engage effectively the stakeholders

The product manager is the link between the internal/external stakeholders and the team. Identify your stakeholders, analyse and engage with them effectively by using the power grid by Roman Pichler, which Amanda shared with me. This is a relative quick exercise and the matrix can be adjusted over time. With this matrix set, I can then for each product save time by inviting the right people to the discussion.

https://lh4.googleusercontent.com/AYp1eOFT4Y59U-QCvlf0zunpoEonY5ip23vS9HYNKZGYGI4JtuWkbmTu9F0KfI-uzUoOk7Fuo00D2CYuWTikMlhUegLaZNHXxfXApTQHSfPK5ExthkNdgrl7HTs5vo71l4WkGAtI

Draft procedures to get commitment

To ensure ongoing and active collaboration with stakeholders, it is important that procedures are defined and created together. For this, I define with my team the areas that can be improved, for example, handling Business As Usual requests which can be a source of frustration if they are not handled properly.

We start by drafting the ideal process with the producers and then refine them with key stakeholders’ input. At the end, we map a process that everyone can agree on. We implement then this procedure and iterate on it if necessary.

Educate stakeholders

Product management can be quite a new thing for businesses, especially technical product management. Some colleagues can be confused on what to expect from a technical product manager.

“Brown Bag” lunches can be a useful tactic to engage stakeholders and the wider business. They provide an opportunity to share your knowledge on product management capabilities (product planning, product strategy, UX lean methodology, product roadmap, etc.). This provides more clarity to stakeholders about what product management is, and where and how their expertise will be needed in the product development lifecycle.

Organize a product meeting

To get buy-in, you need to create a circle of trust with your stakeholders. For this to occur they need to be brought into the product development process. Establishing regular product meetings with key stakeholders to discuss current product roadmap and priorities is a great way to keep the business engaged and informed. As Rian Van Der Merwe explains it in Making it Right, these meetings enable us (managers and stakeholders) to ensure we are still working on the most important things. If something more important comes up, we prioritize it higher in the roadmap, and something else has to shift down; if stakeholders agree with the direction, we do nothing. If a new opportunity arises we can ask ourselves, “Is this the most important feature we are working on right now? Or is this something we should work on next? If so, what moves down the priority list?”

Monitor your productivity

When taking on more responsibilities, it is also important to review your current productivity. You need to constantly assess your physical, emotional and mental energy to be able to deliver against requirements without reaching the burnout.

I start every week by listing what I need to achieve. Throughout the day I use the Pomodoro technique to keep myself focused. One tip from Amanda is to block your calendar for 2 hours every day, especially in the morning where you know that you can achieve important tasks and let stakeholders invite you to meetings in the afternoon. Meetings don’t need to be conducted all the time in a meeting room. A walking meeting can be a good way to engage with stakeholders and keep their attention on the subject.

Setting time aside for yourself remains a critical part of the process. To keep balance I try to always do at least one physical activity per week. We also gather with a few colleagues to practice 10 to 15 minutes of guided meditation after lunch. Mindfulness increases focus, improves our ability to reduce stress, enhances clarity of mind and leadership effectiveness. The Search Inside yourself book provides a great practical introduction to mindful leadership.

Hopefully this list of tips will help you to find your way to transition from a Product Manager to a Product Leader and manage the balance of ‘doing’ (developing and shipping products) and ‘leading’ (day to day people and product portfolio leadership).

 

About Lamia Benhaddou
Lamia BenhaddouStarting as a web developer, Lamia’s journey through the digital space has come full circle, from managing large scale websites to coaching teams to adopt a more efficient product development with Scrum, and now in the education space with a particular emphasis on lean product management.

Lamia has also worked in a variety of contexts such as global organisations, startups, NGOs and is now the head of digital product for higher education provider Laureate Australia, bringing a UX focus to all digital sides of the business.

More About The Product Mentor
TPM-Short3-Logo4The Product Mentor is a program designed to pair Product Management Mentors and Mentees around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…

Better Decisions. Better Products. Better Product People.

Each Session of the program runs for 6 months with paired individuals…

  • Conducting regular 1-on-1 mentor-mentee chats
  • Sharing experiences with the larger Product community
  • Participating in live-streamed product management lessons and Q&A
  • Mentors and Mentees sharing their product management knowledge with the broader community

Sign up to be a Mentor today & join an elite group of product management leaders!

Check out the Mentors & Enjoy!

Jeremy Horn
The Product Guy

User Onboarding in Enterprise SaaS #prodmgmt

Guest Post by: Prakhar Agarwal (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Sara Varki]

saas[1]Introduction

Nowadays, we all consume applications and platforms (software) over the web. “Software installation” is quickly becoming an old concept, especially for end users. Be it documents, photos, marketing, sales, or product, it’s all moving away from installing software on an operating system to just creating an account for a web-based service. This is the world of Software-as-a-Service (SaaS). Growth of SaaS companies in recent years has been explosive. Like all companies, these SaaS companies face several challenges broadly defined by the following three questions (along with the associated function of the company):

  • How do I get more visitors to our service and get them to sign-up? (Marketing)

  • How do I get more users to return to our service? (Product)

  • How do I get returning users to become customers? (Sales)

Customer Acquisition Cost (CAC), Churn, and LIfetime Value (LTV) are the KPIs used to check the health of a SaaS business. We track the funnel, calculate conversion rates, and search for repeatable patterns to make our revenue numbers. To be a successful company, the value proposition should be easy to understand, the product should be easy to use, and it should be easy to buy. If any of those three things falls short, the company fails. In my opinion, it can all be summed into Customer Experience. A blurb from Wikipedia [1]:

Hand writing Smiley on the Customer  - Customer Retention Customer experience (CX) is the product of an interaction between an organization and a customer over the duration of their relationship. This interaction includes a customer’s attraction, awareness, discovery, cultivation, advocacy and purchase and use of a service.

In this article, we will briefly explore one part of these interactions, specifically between the user and product itself. An effectively designed product will solve one or many user problems. A key element in successful user adoption is User Onboarding. While it sounds simple, it is the most critical and often the most ignored part of the product development cycle. We will explore this subject in the context of Enterprise SaaS where a solution is expected to solve multiple pains and generally has a lot of moving parts and complex workflows. We will discuss why onboarding should be a priority and how to do it correctly.

Why User Onboarding

Everything is about people.

People use things, people pay for things.
People require services, people provide services.
People use products, people develop products.

In all of the grand things in life, people are the only constant ingredient. So, it’s imperative that the experiences people have are delightful and memorable. All the functions in an organization should focus on this metric.

Above statements are a true reflection of my way of thinking about businesses as is evident from my LinkedIn summary.

1480302922795[1]Providing a great experience on all user touchpoints should be part of the core of all functions in a company. Specifically, user onboarding for the products should not be a project or a feature that gets released but then is not looked at for months or years; rather, it should be an element that is always evolving.

The essence of user onboarding is how quickly a product can provide value to the user by helping them solve their problem and getting them to the “wow” moment. For users of Enterprise SaaS products, it is critical that they feel in control of achieving their goals. There are several reasons why User Onboarding is so important:

  1. Quick Adoption and Frequent Releases: Traditionally, users are accustomed to locally-installed enterprise software, also known as shipped software. This software is not updated frequently and thereby a user gets a lot of time to become comfortable with it. Ultimately, such software gets very sticky and the companies reap rewards for a long time. So, these users bring a lot of baggage with them when they are trying to adopt new SaaS products. Therefore, it is important that the initial transition to the new SaaS paradigm is smooth and quick. The Unique Selling Point (USP) of SaaS products is mobility for users and an abstraction of several moving components. Successfully delivering such an abstraction requires replacing existing workflows while eliminating barriers. Also, this delivery model provides an opportunity for companies to introduce improvements and features more frequently. Extra care should be taken in such shorter release cycles to avoid disruption to users’ current workflows.

  1. Competition: Since SaaS products are now becoming mainstream, users have a lot of options and the cost of switching to a new product is relatively low. For the companies, the cost of customer acquisition is increasing since there is more competition. So, products can’t really win purely on functionality; achieving desired stickiness with their users will require a lot more. The usability of a product and onboarding experience is quickly becoming the differentiating factor. Consumer products were the first ones to take advantage of these notions and with a strong user-base overlap between consumer products and SaaS products, it was only a matter of time when users felt that business software needs to match the experience of non-business software, also known as “Consumerization of IT”.

  1. Lifetime Value: The goal of a great user onboarding for a SaaS product is to allow a user to extract maximum value in shortest time possible so that they become repeat users and potentially paid customers. Often, a user would be willing to pay for a premium service if it offers great onboarding experience and either eliminates a steep learning curve or manages it well. Bad user onboarding is a sure way to alienate potential customers. A user will try a product, and if they can’t reach to the value quickly, they will leave and never come back. In an Enterprise SaaS company, the sales cycles are short and the payback period is long. And, there’s always a risk of churn. So, the company should invest in right onboarding to reduce their churn and thereby increase their customer lifetime value.

Now that we understand why user onboarding is so critical to SaaS world, let’s see how it can be done right and few mistakes to be avoided.

How To Do Enterprise SaaS User Onboarding

AAEAAQAAAAAAAAw9AAAAJDdmZmFjZjNmLTJkNDItNDliMi05ZDI2LWViYWEwNGQxMTk3NA[1]One quick search about “SaaS Onboarding” will show thousands of results for books and articles advocating various methods to improve the experience for a new user. All these methods and ideologies have one thing in common – “reduce and control friction in the product”. Even with all the advice, the products that we develop and use on a daily basis have great visual appeal but less thought out user journey. In the last ten years, the advancement in application frameworks has had a significant impact on the visual layer of Enterprise SaaS products. The development is so quick that there’s a new framework every six months or so.

On the other hand, there has been less emphasis on measuring user perception and behavior and improving the onboarding based on those insights:

  1. Why did this user not use the product after signing-up?

  2. How much time does it take for the users to reach the first milestone?

  3. What percentage of the expected first-interaction behavior is the user completing?

  4. Are there any dead ends in the workflow that prevent the users to get early wins?

All these are important questions for a product manager to be able to improve the product adoption with first-time users.

Here’s a short framework to kickstart the improvement of user onboarding (and entire product in general) for Enterprise SaaS:

  1. Start from the end goal and work backward: Understand the user and their specific problems, and then design the product and market the value proposition. This way of thinking is getting standardized via the disciplines of user experience design and lays the groundwork for designing user onboarding. Result: With the user research done properly, the user onboarding will cater to the acute problems that a user faces while solving their pains and this will lead to a simple and focused product.

  1. Convey the value proposition clearly: People’s attention span is getting shorter; providing a clear value proposition goes a long way to create excitement and motivate a user to try the product. Correct messaging is a critical first step of onboarding. Find the content that led current users to the “aha” moment. Work with the sales team to learn what potential customers perceive as the value proposition. Then work with the marketing team to make sure those nuggets are presented well to the visitors in all web and print material. Show the users the promised land. Result: Users will be motivated before trying the product.

  1. framework[1]Get them in the door: Once a user understands your value proposition, it’s important to keep that momentum going by getting them into the product as soon as possible. Design the sign-up process to be quick and let the user get an early win. For example, if the sign-up process requires collecting a lot of information, it’s better to collect the most critical items first and the remaining information as the user progresses in the product. Tie the collection of these nuggets with various product actions. Result: Users will not be overwhelmed and would give you more information as they use the product.

  1. Find conversion actions: Track all the user activity in your product to identify the actions that led a user to become a customer. Or, just watch the users use your product and see what they do to reach the main goal. If available, work with the sales team to participate in potential customers’ product evaluation process. There is a heavy component of product analytics in this part of user onboarding improvement and always reveals very interesting insights! For example, if one of the conversion milestones for a data analytics product is to enable an integration, find out how much time a user takes  to get to that step and the number of steps that lead to it. In other words, work with the product analytics team to understand the user journey. Result: This will help reduce CAC.

  1. Balance Friction: Using the insights above, improve the flow to let the users reach the conversion actions more quickly. Eliminate all the extraneous steps that are not strongly tied to the value of the product. Make the flow intuitive so that a user  This will reduce the time from first interaction to conversion actions. Provide relevant feedback to the user during their onboarding to establish the notions of security, reliability and fun, wherever applicable. It’s best for the users as they extract more value and feel more confident, and it’s great for the company as the product gets sticky with user’s each new win. Result: This will drive down the churn rate.

In summary:

  1. Create meaningful experiences that let users get to the value immediately and continually

  2. Include user onboarding in the foundation layer of product development and let the entire organization strive for improving the user experience.

  3. Anything we can do to make it easier for a customer to get started with the product, the better.

Great user onboarding facilitates problem solving and gets out of the way of a user!

More About The Product Mentor
TPM-Short3-Logo4The Product Mentor is a program designed to pair Product Management Mentors and Mentees around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…

Better Decisions. Better Products. Better Product People.

Each Session of the program runs for 6 months with paired individuals…

  • Conducting regular 1-on-1 mentor-mentee chats
  • Sharing experiences with the larger Product community
  • Participating in live-streamed product management lessons and Q&A
  • Mentors and Mentees sharing their product management knowledge with the broader community

Sign up to be a Mentor today & join an elite group of product management leaders!

Check out the Mentors & Enjoy!

Jeremy Horn
The Product Guy

Managing Your Career and Yourself Like a Product

Guest Post by: Hansa Vagadiya (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Ladislav Bartos]

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Recently, I participated in a product management mentorship program run by The Product Mentor.

Ladislav Bartos, who was assigned to me as my inspirational mentor, has been working with me to further hone in on my product management skills. I have improved my stakeholder management techniques; learnt about service design thinking and enhanced my Google Analytics knowledge. But the most important thing the product mentorship can unconsciously provide, is guidance and support towards clarifying what your long term career goals are as a product manager.

Think of your product management career development as a new product that is going to be released into the market. You want to be the product that is useable, feasible and valuable to the target audience/customer ie you’re selling yourself as the solution to some specific company’s specific problem.

In product management you’re schooled to, identify who your customers are; identify a value proposition strategy and to persuade stakeholders of the vision you want to achieve. You can stand out from other product managers by applying these skills to yourself.

MVP of you

In product development, the minimum viable product (MVP) is a product which has just enough features to gather validated learning about the product and its continued development. If you are just starting out in your product management career it is important to look at where you fit in the market.

This is where you will need to do carry out market research and value proposition testing.

  1. Who is the target audience/segment/customer? (Which company should value the attributes you have to offer?)

  2. What problem are you solving? (What are the company’s problem you can help alleviate?)

  3. What product features can solve the problem? (What special skills and experience do you have?)

Release 2

Image result for product releaseNow that the MVP has been launched to the user – it is time to iterate and make improvements on the product based on customer feedback and lessons learned.

  1. How can you improve on a current feature? (What skills do you have that can be enhanced?)

  2. How can you further establish a competitive advantage in the market? (Do you want to have a competitive edge in having experience towards a particular business function? UX, Business or Technology focussed product manager?)

Tapping into a network of people that have experience in product management and/or reading product management books/online resources will help you to answer these questions.

Release 3 (Pivot)

As a product, you have been available in the market for some time and have either succeeded in solving your target audience’s short term problem and/or are struggling to add any further value and you have decided to pivot. A pivot is a “structured course correction designed to test a new fundamental hypothesis about the product, strategy, and engine of growth.”[1

  • Is there another target audience that is better satisfied with the product you have? (What other company could benefit from your skills and experiences?)

  • Does the value proposition need tweaking or changing completely? (Are there other industry/product types that interest you? Ecommerce? Publishing? etc)

  • Are your product features not solving the user’s problem? (Are your skills and experiences no longer suited towards the role you are currently in?)

When deciding to pivot it is good to think about these questions beforehand to evaluate the costs and benefits of pivoting.

Do you have a Product Roadmap? 

As a product manager the management of your product roadmap is the same as the management of yourself and your career.

What is your product vision? What are your goals? What are the metrics that will determine if your goals have been achieved? (Where do you want to be in the next 5 – 10 years? What industry excited you and has potential growth? What skills do you want to develop by x period of time and what are the success metrics?)

Without having a product roadmap, it is difficult to know what stage you are in your product lifecycle. It’s a question a lot of budding product managers face. Do you keep iterating on your product after the initial MVP launch or is it time to pivot?

As I come to the end of the mentorship program I would like to advise all other budding product managers to create your own product roadmaps. You’ll be surprised at how much it can help you answer your own questions.

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More About The Product Mentor
TPM-Short3-Logo4The Product Mentor is a program designed to pair Product Management Mentors and Mentees around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…

Better Decisions. Better Products. Better Product People.

Each Session of the program runs for 6 months with paired individuals…

  • Conducting regular 1-on-1 mentor-mentee chats
  • Sharing experiences with the larger Product community
  • Participating in live-streamed product management lessons and Q&A
  • Mentors and Mentees sharing their product management knowledge with the broader community

Sign up to be a Mentor today & join an elite group of product management leaders!

Check out the Mentors & Enjoy!

Jeremy Horn
The Product Guy

How Communicating More Can Help You Succeed as a Product Manager

Guest Post by: Lonnie Rosenbaum (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Marc Abraham]

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Sharing product information within your company is one of the most valuable things you can do as a product manager. Whether it’s your plans (roadmap), feedback you’ve heard from users, product usage data (analytics), or posing questions — getting what you’re doing and thinking in front of a cross-departmental audience will provide you with input that helps you make better decisions and will help align others with the goals you’re looking to achieve.

Spreading info can also help other people be more effective in their roles as they’ll be able to better prepare for upcoming changes. It can get them excited about the direction of the product, and it can make it known across your organization that you’re a person to bring questions or feedback to — opening up more lines of communication to help inform your thinking.

Tactics

funwheelswingin[1]Hold a recurring meeting once per month that gets you in front of a cross-departmental audience

  • Invite people not only from Product & Tech, but also Support, Sales, Training, and any other relevant group.

  • Create slides to walk the audience through:

    • What’s been happening with the product (e.g., recap the last release, usage data)

    • What’s coming up soon (e.g., the next release)

    • Future thinking (e.g., distant roadmap possibilities)

    • Research initiatives (e.g., what problems about your users or business you’ve identified recently and their impact, what solutions might be viable, what you plan to learn about soon)

    • Competitive analysis (e.g., if you recently discovered a new competitor that you think would be valuable for others to know about, or if you want to highlight how a potential new feature could be a differentiator for your company’s solution vs. others)

  • Solicit feedback.

  • At the end, recap any next steps and actions.

While this might take you a few hours to prepare for each month, sharing information (ideally in an engaging way) is one of the most valuable things that can be done within a company, not only bringing info to others but also to you.

These sessions can also give people better insight into how you think and approach things as a product person, which is particularly valuable to stakeholders who you don’t work with on a regular basis. And it’s a way to take people on the journey of the product, showing where it’s been and where it’s heading, growing support and buy-in along the way.

stand out from the crowd

Sync with certain people in advance of this meeting to prepare material

  • Ask co-workers in Support about common user pitfalls and analyze Support case trends with them.

  • Ask co-workers in Sales and/or Business Development about common sticking points that prevent a deal from closing. (Or if your company is more Marketing-centric, sync with the Marketing team.)

  • Ask the appropriate people about why users stop using your product (i.e., cancellations / churn).

You’d ideally be able to see quantitative data on these topics, in addition to having conversations about them. Depending on how much detail is made available to you, it could also be useful to speak with some of the users who these topics relate to so that you can dig deeper into the reasons behind what they said to your co-workers (i.e., learning why something happened, instead of only what happened).

Example

The following is an example sequence of slides that you could use or adapt

  1. Intro / purpose of the meeting (state a goal of sharing information and identifying better solutions)

  2. Recap of last release

  3. Plan for next release

  4. Insight / question #1 (takeaways from recent research you did, a trend that you think is worth raising awareness for and getting feedback on, or some other topic you’d like to increase visibility on)

  5. Insight / question #2

  6. Questions / feedback (while you should welcome questions or feedback throughout the meeting, it’s a good idea to dedicate a couple of minutes at the end for anything not already covered)

Tips

Don’t feel like you need to do all of the above from the start

  • You can start simple with a small audience and short list of topics to get feedback and adapt for the next session, gradually inviting more people.

  • The most important thing is to get started with something, and be open with participants about how you want them to get value out of it and that you welcome their feedback. Adjust the format over time to find what works best.

  • Aim for a 50-minute meeting. If you find that 50 minutes isn’t enough, trim some content for the next time so that you can get it done in 50 minutes. If you engage the participants (e.g., by asking some to help prepare material in advance, and by inviting questions/feedback during), this will feel like a short meeting packed with insights and takeaways for everyone.

0155351_PE313641_S5[1]Frame the meeting in the right way

  • It’s not meant to be a collaborative prioritization session. Some open discussion among attendees is great, but it’s not a debate on what to work on.

  • You’re sharing information and believe that everyone benefits from hearing insights, both from you and others.

In general, respond quickly to whatever comes your way

  • Even if you don’t have an answer that someone is hoping for (e.g., if your answer is that it’s going to be a while longer until their concern is addressed in the product), getting back to people in a timely manner gives them reason to reach out to you again in the future, which can provide you with valuable intel.

  • Sometimes you might pass someone’s question to someone else who is better suited to answer it, which is fine. Whether you or someone else answers it, you helped get the answer.

Recap

Communication is a two-way street. When you share information with others, they’re more likely to share information with you.

Having a steady flow of communication with a group of people from across your organization enables you to test ideas sooner, hear feedback sooner, and make ideas better — resulting in better product decisions and benefits for both users and the business.

Overall, communication can be a big factor in a product manager’s success, both with a product’s success and also the product manager’s career trajectory. Seize the opportunity to spread information and to learn from others, and position yourself as a go-to person in your company.

[Note: This article didn’t touch on external communication, such as with users, partners, or vendors, which is worthy of its own writeup.]

About Lonnie Rosenbaum
LonnieRosenbaumPicture-Choice2Lonnie is a product manager with experience in both web and mobile, currently working at Booker on their native mobile apps. Previously, he held product roles at three other technology companies, two of which he co-founded. Lonnie blogs about product and entrepreneurship at http://lonnierosenbaum.com.

 

 

 

More About The Product Mentor
TPM-Short3-Logo4The Product Mentor is a program designed to pair Product Management Mentors and Mentees around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…

Better Decisions. Better Products. Better Product People.

Each Session of the program runs for 6 months with paired individuals…

  • Conducting regular 1-on-1 mentor-mentee chats
  • Sharing experiences with the larger Product community
  • Participating in live-streamed product management lessons and Q&A
  • Mentors and Mentees sharing their product management knowledge with the broader community

Sign up to be a Mentor today & join an elite group of product management leaders!

Check out the Mentors & Enjoy!

Jeremy Horn
The Product Guy

Driving Product Growth with Customer Interviews in 20 days

Guest Post by: Jeffrey Owens (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Chris Butler]

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In the startup mindset of move fast and break things (thanks Mark Zuckerberg), often times customer interviews and getting to know how users interact with your application fall behind. At SpotHero, we have recently graduated from the “startup” product style of push as many things through as possible to a more mature and calculated product lifecycle. Product vision, no longer determined by emotion, rather derived from sound metrics – is executed through the product roadmap, with clear and measurable goals in mind.

Determining what goes into your product roadmap to execute on this vision can be boiled down to two things: quantitative and qualitative research. From a planning perspective, quantitative research and feedback is pretty straight-forward – note: I didn’t say easy. Ensure all correct funnels and events are being tracked, analyze, and pull out key trends (to over-simplify).

The “art” of determining the product roadmap comes through qualitative research. Being able to pull the pain, motivations, problems and reasonings behind every user interaction in the application and finding tangible solutions to these problems is both critical and challenging.

Knowing minimal amounts of what was involved in customer interviews and gathering qualitative feedback, Chris Butler, my mentor and friend pointed me toward the Jobs-to-be-Done (JTBD) methodology. If you’re not familiar you can find it here: JTBD Interview Structure

Like Newton’s first law of motion – an object at rest will stay at rest – often the hardest part is finding where to start, and then actually starting. Personally, I have found it easiest to put together a quick project (product) plan that lays out clear goals with target dates, helping me reach towards a goal. The 20 day plan begins here:

Image result for plan

Day 1: Create User Segments

Creating users segments is the act of defining groups of customers that use your application, usually based on purchasing behaviors. After much deliberation, I eventually narrowed down my user segments from 6 to a more manageable 3. The process was simple – find the majority users and optimize for them. I found the other segments I created were around edge cases, which ultimately would be uncovered in talking to the primary users.

  1. Segment 1 – Users who have purchased monthly parking through SpotHero and still parked

  2. Segment 2 – Users who purchased monthly parking through SpotHero and cancelled

  3. Segment 3 – Considered purchasing, but didn’t

  4. Segment 4 – Users who started purchasing monthly through SpotHero and decided to stop

  5. Segment 5 – Users who are thinking of purchasing monthly parking, don’t know about SpotHero

  6. Segment 6 – People who buy enough daily parking to make the switch to monthly parking make sense

Day 2-3: Communication Plans for Segments

  1. Segment 1 – Pull list of users from database and offer customers $30 off future monthly purchase in order to have a 15-20 minute conversation with us.

  2. Segment 2 – Pull list of users from database and offer customers a $25 amazon gift card in exchange for a 15-20 minute conversation with us.

  3. Segment 3 – Using our analytics tool find users who dropped off in our sales funnel before purchasing, and reach out offering a $25 amazon gift card to have a 15-20 minute conversation with us.

Image result for budget

Day 4: Determining Budget

Of all the things, this one was the most unclear to me. I wasn’t sure how to get the conversation started, and when I did, it never really went anywhere. To resolve this, I did three things

  1. Pulled numbers on the impact of monthly parking for the company’s GMV

    1. This shows the value of reaching out to customers and justifies the cost for providing credit or some sort of gift card.

  2. Determine how many users I needed to talk to in order to reach qualitative significance

    1. 4-7 users per segment will get you all the information you need. Usually after 1-2 conversations, any glaring needs become apparent. Conversations 3-7 confirm and provide additional insights.

  3. Proposed number value of how much each outreach would cost

    1. Segment 1 – $30 in monthly credit

    2. Segment 2 – $25 Amazon gift card

    3. Recording Software – $10

    4. Total Budget – $395

Day 5-7: Scripts for Interviews

Simultaneously with budgeting, I started building the scripts for the customer interviews using the recommended JTBD framework. The general framework I followed was:

  1. Introductions – get to know the customer’s background

  2. Point-of-Purchase – bring them back to the moment they purchased

  3. Finding first thought – what made they want to make the purchase

  4. Building Considerations – what were all the options they explored to solve the problem

  5. Searching – what was their experience looking for monthly parking with us

  6. Booking – what was their experience like when booking

  7. Post-Purchase – what was their experience after purchasing parking with us

    1. Cancellation Recap (if applicable) – what caused them to cancel their reservation

  8. General Questions – allow them to give feedback and ask questions

Day 7-17: Getting People on the Phone

Getting people on the phone was easier than I thought – once there was an incentive. I had originally tried outreach to customers to get on the phone without an incentive, and did not get a single person to email back. Once I introduced and incentive, I was amazed by how many people want to talk for $30 off parking/$25 dollar Amazon gift card. Beyond the expected cancellations and rescheduling, I was able to get my goal of 5-7 users per segment.

Recording the Interviews

Image result for recordingFirst thing to lay out – record your interviews! I cannot iterate this enough. Not only can others in the organization listen to these interviews, but taking notes during the conversation takes away from the interview and makes the interview very choppy as you scramble to write down everything the customer says.

During the interview, I found it was good to stick to the script as overall architecture and gave good reference points to go back to, but the most useful product information came from the tangents or stories that occurred only through natural conversation. The script should act as a guide, not the thing you read to customers, get their response and move on. Don’t be afraid to go into rabbit holes or pry a little more. Know when you’ve gone too far, and reference back to your script to bring the conversation back.

Day 18-19: Reviewing Feedback and Building Roadmap

By the 2nd conversation you’ll notice hints of trends and by the 3rd or 4th conversation you will be able to confirm. Even if you product is “flawless” – which it isn’t – customers (or all to often, investors) will find issues with it. The key is to listen for their problems and not their solutions. Chris taught me a great prioritization technique through questions:

  1. How much time do users spend on this problem or trying to solve this problem?

  2. How frequent do users run into this problem?

  3. What’s the impact of this problem?

  4. Will this problem stop users from using your product?

  5. Would a solution for this problem drastically change consumer behavior?

Answering these questions helps you put an apples-to-apples comparison against all the feedback you get from customers. A good equation for determining priority (higher the number, the higher the priority):

# times occurs * seconds it takes customer to solve + 100 if deters user = significance

The output will give you a list of problems in priority. You still need to determine if these can be solved with or without product solutions.

Wrapping it up

As you’re looking at your product roadmap, it’s important to make sure those solutions being built to achieve this roadmap are being built for the users of your product. I DO NOT promote the product roadmap being a list of static features that solves the problems. Rather, the roadmap should be a nimble document that lists out the problems you plan to solve for customers in priority order.

Customer needs change, and what you think is the most important today, will not be the same importance 1 month out, certainly not 3 months out. Set expectations within your organization that the product culture and roadmap will be to solve the biggest problems currently facing your customers. I challenge you to go no further than 3 months out and to always be gathering customer feedback both quantitative and qualitative to make a product that best solves your customer’s current problems.

Image result for feedback

Afterward

With all the above being said – we don’t work in a vacuum. Things come up, priorities change, and ultimately leads to many reasons why it won’t get done or can’t get done in 20 days.

Here are some things that got in the way for me, and how I worked around it.

Focus

Depending on your product culture, you may have more than one product you are focusing on. In my case it shifted many times throughout the twenty day period – our internal admin tool, monthly focus on web, external admin tool for parking operators to bugs and general run-the-business type features.

Key is to keep laser focus. It’s ok to miss a couple days, but similar to working out; the more days you miss, the harder it is to return. Be transparent with others in your organization about what you are doing, and don’t be afraid to tell people no or not right now. Make sure you are clear on the why and benefits what you are doing brings to the company.

Priorities

This was probably the hardest part for me. One week I was focusing on one tool, the next another. Each of them shifting in priority based on our internal and external needs. Each had its weight of being top priority.

We’re product managers for a reason – we can decipher the important from the unimportant (and hopefully everything in between). Only one thing can be top priority. Make sure if something is bumping it off top priority, it truly is top priority. Working on one-off projects that come up – i.e. fires or must-have features – generally don’t lead to moving the needle. Ask yourself if you’re firefighting or product managing. Avoid the former when at all possible.

Resources

This is a fun one. You go out, do all your research, and you hit a wall because there aren’t enough design resources, engineering resources, data science resource, whatever resources… you get the point.

Don’t let this stop you, and should certainly not be an excuse. Do what you can to get it to the point where you could hand it off, and if it never makes it there – that means there were other priorities that took it’s place. If this is your top priority, make it the top priority of your teams to get it done.

Remember, as the product manager, you represent the customers needs in every decision you make. The best way to arm yourself with what the customers are currently facing is to get in front of them and have a conversation. This not only builds brand loyalty, but ensures that your product will be solving real problems. You have the power to get in front of them – if you don’t, someone else will.

About Jeffrey Owens
JeffOwensProduct artisan, aspiring Entrepreneur; adventure and travel connoisseur. Jeff Owens is on a quest. Reach out to learn more.

 

 

 

More About The Product Mentor
TPM-Short3-Logo4The Product Mentor is a program designed to pair Product Management Mentors and Mentees around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…

Better Decisions. Better Products. Better Product People.

Each Session of the program runs for 6 months with paired individuals…

  • Conducting regular 1-on-1 mentor-mentee chats
  • Sharing experiences with the larger Product community
  • Participating in live-streamed product management lessons and Q&A
  • Mentors and Mentees sharing their product management knowledge with the broader community

Sign up to be a Mentor today & join an elite group of product management leaders!

Check out the Mentors & Enjoy!

Jeremy Horn
The Product Guy

How to transition from a Product Manager to a Product Leader

Guest Post by: Avinash Bajaj (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Nis Frome]

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So, you did whatever it took to become a Product Manager. Either you stumbled your way into product management, or you planned your way through. Whatever the case maybe, you are here now. You have done it.

Now, how do you transition yourself from a product guy to the product guy in your organization? How do you get others to respect the area that you love? How do you grow yourself and shape the organization around a product culture to make it more sustainable, more scalable and more efficient?

That is where I was – I was the first Product Manager in my organization, and now I have managed to carve a new Product Management discipline/department in the organizational structure.

Below are some of the takeaways of the experience that can hopefully help others who are at a similar transition phase of their lives:

(*Note: These are my personal experiences. These certainly do not mean this is the only way to follow, but hopefully these can help give guidelines on how some actions worked for me)

1.Challenge the Status Quo

Image result for status quo

If you want to become a Product Leader, act like one, NOW! When you are a Product Manager, your product is your business. But as a Product Leader, everything is your business. Just because things are a certain way doesn’t mean they should be. Ask questions – lots of them. Challenge assumptions and theories. Be bullish and aggressive in proposing product ideas, but at the same time, be stable and dependable to execute on those ideas. Don’t go into the position looking specifically to change everything. Give it a chance and try to understand why the ‘established’ practices exist. But don’t be afraid to challenge them and reconfigure them.

2.Be Entrepreneurial

entrepreneurial-growth-in-greener-industries-caption-image[1]I heard somewhere that great Product Leaders make great Entrepreneurs. I don’t know if that is true, but what has been true in my case is the attitude of “It’s better to ask forgiveness than permission”. As product managers, we often need to, have to, take decisions. But as Product Leaders, your decisions matter a lot more. There is more on the line. So we cannot be afraid to take hard calls if needed, and we have to be able to stand our ground and back ourselves when such a time comes.

Another aspect that is equally important for Product Leaders is the tendency to almost “walk” into chaotic, conventionally troublesome situations – that could mean standing up for a Product Manager colleague and taking the heat if something goes wrong, or, taking responsibility to solve a problem which you just became aware of, something that does not strictly lie within your product roadmap/portfolio.

3. Delegate and Support

As a Leader, you don’t have to take all decisions, in fact please don’t take all decisions. Learn to accept that people closest to certain topics are best to take those decisions. Your job is to lead and support those decisions – you don’t have to know 100% on the topic but you need to know enough to support the business case around those decisions. There is a reason you work with experts in areas that are not your expertise. As PMs you naturally learn to do this on a smaller scale, but as a product leader, you have to learn to inspire and teach PMs to get this awareness early on.

About Avinash Bajaj
AvinashBajajSean Echevarria is Head of Products by day and passionate about making a difference in the field of education.

 

 

 

More About The Product Mentor
TPM-Short3-Logo4The Product Mentor is a program designed to pair Product Management Mentors and Mentees around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…

Better Decisions. Better Products. Better Product People.

Each Session of the program runs for 6 months with paired individuals…

  • Conducting regular 1-on-1 mentor-mentee chats
  • Sharing experiences with the larger Product community
  • Participating in live-streamed product management lessons and Q&A
  • Mentors and Mentees sharing their product management knowledge with the broader community

Sign up to be a Mentor today & join an elite group of product management leaders!

Check out the Mentors & Enjoy!

Jeremy Horn
The Product Guy

A Designer’s Perspective on Working with Product Managers

Guest Post by: David Pasztor

working-with-designer.gif

A product manager just stopped by the desk of the designer on a lazy Thursday afternoon. The designer showed him something, and they started discussing a new feature’s design loudly. The manager used wide gestures to show where he wanted to move certain elements. The developers sitting nearby just watched the show for the first time, but after a while they stood up to join the party one by one. Soon the whole team was standing behind the designer’s screen shouting new ideas and tips about the layout, the colors, the icons, the fonts and everything else. The designer just took a deep breath and hid his face behind his hands. He thought it will be an easy Thursday.

2016-04-02-adobe-xd-from-a-digital-ui-ux-designer-perspective[1]

I’ve been in this situation while I worked with various product teams as a designer. I also know how much effort these team put into finding out how to work with developers. Unfortunately design is a completely different world and what works with devs does not work with designers. So after growing our design team at UX studio from 2 to 20 people, I share my learnings with you about how to work with designers.

How to give designers tasks and keep them motivated?

Just like engineers, designers are also problem solvers. We like to get painful user problems to solve. You can ask me to change the color somewhere or put a button on a screen, and I will probably do that, but I really like to get challenging problems where I can do my research build prototypes, do user tests, and come up with a solution that will raise our product to the next level. So give designers bigger challenges like: “We should redesign the sign up flow to decrease drop-offs” or “add a new reporting module to this business app, so users can easily present their results”.

Designers and UX researchers will be motivated if you give them important product issues to solve. Frame them from the user’s perspective, and tell them why the given problem is worth it to be solved.

Also give them free hand with the solution and enough time to go through their process. Many people think design is just a quick task before development, which is not true in many cases.

When you give them a task, the best designers will always ask back instantly “why?”. Not because they don’t trust your judgment, but because they will ask for every small detail and background information that will help them during the design process.

What to expect from a design team?

Designers can help product people a lot. Let’s take a look at all the things we can do to make your life easier.

The role of design is to build a bridge between humans and technology, so a design team’s most important goal is to get to know your customers really well. That’s why we have UX researchers working besides designers, because good design needs a lot of research. The design team has to bring new insights from your customers all the time. They have to know and communicate what are their pains and needs. The design team should also deliver insights from your products or prototypes. They have to tell you what people understand (or don’t understand) in your product, where do they get stuck, and what are the annoying usability issues. This is essential to design a product that works well.

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Agile development doesn’t just mean faster turnarounds and sprints. In an agile product team everyone is aware of the customer’s problem we solve, and everyone can make decision and react on issues. Design workshops, like persona, jobs-to-be-done or customer journey workshops can help the team to get a better understanding of customer’s pains and needs. These workshops are fun, and they are also useful to align the team and get everyone on the same page. You can expect your design team to facilitate these workshops when you start developing a new product or reach a bigger milestone.

Designers can help with validating new feature or product ideas. The best designers always adjust the sophistication of their work to the given design phase. When they work on a new feature, they start with paper sketches to communicate ideas quickly, then they do clickable prototypes to test different solutions with real users. These are low-fidelity materials, the goal is to get feedback quickly. But when time comes to development designer can also create pixel-perfect, detailed UI design plans.

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Designers are not the genius artist types any more, like you see on Mad Men. The best designers are not the ones who create one concept and push it through the whole team with a cool presentation. The best designers always explore many different solutions for a problem and share them with the team. They can tell you what are the advantages and disadvantages of each one. They also share research and test results, and they let the team choose the best direction together.

Designers has to work well with developers. The truth is noone likes to read written documentations, so the final UI design and the clickable wireframes are the best specifications for any software feature. As they say, an image worth thousand words, and a prototype worth thousand meetings. It is just easier to understand and can save you from many misunderstandings. The best designers also use tools like Zapier or Avocode to help coders to get the necessary parameters from the design files.

What do designers expect from a product manager?

It’s a no-brainer, but the most important thing a good product manager can give to its team is clear goals. We have to know the vision we have behind the product, which means who do we design it for and what problems do we solve with it? Besides the long-term goals, a simple, high-level roadmap is also good, to communicate the most important areas we have to cover to achieve our goals. The goals and the roadmap has to be crystal clear to everyone in the team, not just designers.

Design takes place in the early-phase of the product development, when we still have many open questions. So unfortunately it is difficult (if not impossible) to predict the time certain design tasks will need. Sometimes we just need a few iterations, sometimes a lot more. Don’t expect designers to do perfect job for the first time, no one can. Let them do their design rounds, as many as they need. One more week of design is not a big cost for a feature that will serve your customers for years.

Designers and researcher will ask you to access existing customers. Give them the chance to visit or talk to real customers. It is impossible to design for someone who you’ve never met. Designers are usually very good in communication and empathy, so you don’t have to worry, they won’t bite your precious clients.

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The design team will also need access to usage statistics. Sometimes it is enough to share your analytics tools, but in some other cases they will have questions you can’t answer with these, so a database expert will have to help them and dig into raw data.

Design is not just a task you give out to your designers, it will need your active participation. First of all, be available on online and offline channels, because designers will have many questions while they work. You will also have to attend design meetings. In our UX minimum checklist we propose week-long design sprints with a design meeting every week, where the product manager and someone from the developers are there. Designers will also do workshops time to time where product people, or sometimes the whole product team has to attend.

Designers will also ask for feedback frequently. Feedback is essential part of design, so please spend some time with it. Designers are used to getting feedback from many different people, so you don’t have to be too polite, honesty is more important. You are welcome to tell your concerns, but you also have to highlight the things you like. The best is to use the 3+3 formula: tell the 3 things you like in the design and the 3 areas you would improve. The best designers will always ask you why you like or not like certain things. This is a very important question, because it will help them to understand your thoughts and step forward. So if you want to give good feedback tell designers why you love or hate something. If it is hard to describe your thoughts by words, you can still look for other good or bad examples on the internet. Saying “I miss the wow effect from this website” will not really help the designers. Show them an other site that has the “wow effect”, and they will understand better what you mean.

I hope these tips will help you to work together with your beloved designers and UX researchers. Just treat them well, and they will do an enormous job to make your product successful. If you want to learn more about UX you can also download our ebook: a product manager’s guide to UX design.

About the Author

david-pasztor.jpgDavid Pasztor designs digital products for more than 10 years. He is the founder of UX studio, a 20-person user experience company in Budapest. They have Berlin, London and US-based startups within their clients, as well as international brands like HBO. David also teaches design on his own design course, and he was invited as guest lecturer to various universities

4 Lessons That Set My Mind About Becoming a Product Manager

Guest Post by: Sean Echevarria (Mentee, Session 3, The Product Mentor) [Paired with Mentor, Dustin Levy]

Image result for product managerTwo years ago I threw myself into the deep end of the Silicon Alley tech scene here in NYC. I joined a growing user experience agency called Motivate Design, without having any real knowledge about UX and its function within product strategy. And I caught what some might say was the product bug! I signed up to be a mentee for the third session of The Product Mentor to learn how to break into the space even more.

The session has given me the chance to gather a lot of industry knowledge and have great conversations with my mentor. His advice and the know-how shared by others through the live stream presentations have made me think a lot about whether product management was the path that I wanted to take in my career. But before I tell you what my next steps are, let me share with you the top four lessons I’ve learned by participating in this program.

IDEAS CAN COME FROM ANYWHERE IN A COMPANY

Image result for ideas from anywhereThis is a belief that I’ve always had well before being in the tech space, but it seems that we live in a world where this concept is still not fully supported by everyone. Companies still isolate innovation to a lab or a new product development team, and the reality is that ideas can come from anyone whether they work within engineering, sales, marketing, etc. The ability of a PM to pull ideas from everyone and filter them to meet customer needs is truly the mark of someone who knows what they’re doing. 

RESEARCH IS MANDATORY, NOT OPTIONAL

This didn’t come to me as a surprise; I would say that in the UX space you should always start with research so that you can gather insights that will drive your design process. That being said, coming from a company that focuses on qualitative research methodologies (usability testing, in-depth interviews, and Friendship Groups™) it was interesting to hear that one of the balancing acts that PMs deal with regularly is the balance between qualitative and quantitative research. However, it seemed that it was unanimous that a great PM will do their best to conduct both and collect as much data as possible, even if they have to be resourceful.

SOFT SKILLS > HARD SKILLS

Image result for soft skillsYou hear it time and time again from successful entrepreneurs that you hire for passion and the person and then skills come secondary. And I’ve always found that interesting considering we still live in a world that highlights all skills and accomplishments via the dreaded resume (can’t really show passion there). However, after several conversations with my mentor and other product managers it was quite apparent that this rang true for them. The ability to communicate effectively with a wide breadth of different people and make sure that everyone was working towards a common goal is one of if not the most crucial part of the job.

ALL OF THE BLAME, NONE OF THE GLORY

It seems that no two product managers are the same, but each one did have a similar lesson to share with me. That is, if you’re a good product manager be ready to “take responsibility when things go wrong, and give away any credit when things go right”. This was something that was advised to me time and time again, with the underlying notion that if I want to be a product manager, it better be because I truly care about making products that users love and help improve a business and not because I want credit for building a popular app.

As I continue to learn and grow from those who’ve participated in this session of The Product Mentor and others who have been nice enough to share their insights with me, what I originally only thought I wanted is now what I’m sure I want, and I look forward to growing into a role where I can help bring delight and simplicity to users all over the world through product management.

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About Sean Echevarria
Sean Paul EchevarriaSean Echevarria is currently the Manager, Talent Brand for Jet.com, the shopping site dedicated to saving you money. He also is the co-founder of The UX Lab, a UX Meetup with over 3400 members nationwide and is constantly volunteering and collaborating with the tech/startup community. Before coming to NYC, he co-founded a startup and helped build a million dollar valuation for a patent pending redesign of the standard jar, lovingly called Jar~with~a~Twist. He aspires to take his current product management skill set within the physical space and merge it with his knowledge of the UX digital space to join a growing product team with the right mission.

More About The Product Mentor
TPM-Short3-Logo4The Product Mentor is a program designed to pair Product Management Mentors and Mentees around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…

Better Decisions. Better Products. Better Product People.

Each Session of the program runs for 6 months with paired individuals…

  • Conducting regular 1-on-1 mentor-mentee chats
  • Sharing experiences with the larger Product community
  • Participating in live-streamed product management lessons and Q&A
  • Mentors and Mentees sharing their product management knowledge with the broader community

Sign up to be a Mentor today & join an elite group of product management leaders!

Check out the Mentors & Enjoy!

Jeremy Horn
The Product Guy