As an active member of the Seattle community of Product Managers, I’ve been fortunate enough to find many opportunities to engage with fellow Product Managers as well as those looking to make a break into the role. Between my work with General Assembly as a part-time instructor, my volunteer efforts as a board member of our local Pacific Northwest Product Management Community, or my presentations at ProductCamp every year, I enjoy sharing my knowledge and experience with those who seek different perspectives on old problems or just want to hear a good old war story. The fact is, we all have something to impart on those around us, and we should take any opportunity we can to share with those around us.
One of the things that I love about the Product Management community here in Seattle is how close-knit we are, so when I reached out to Tricia Cervenan, a fellow Product Manager and General Assembly instructor, for her thoughts on the industry, the role, and what it means to her, I was not disappointed. I met Tricia a few years back at a panel discussion for General Assembly’s and have worked closely with her during our classes to help mold and modify the curriculum to best fit the needs of our students. I’m happy to have her as a returning judge for each of my courses, and more happy to mark her among my very close colleagues in the business!
In her own words:
Tricia Cervenan is a product manager at L4 Digital and part-time instructor at General Assembly. She has shipped over 15 digital products and is most proud of the teams she’s help to build while doing so. Tricia is a co-organizer for App Camp for Girls Seattle where she teaches 8th and 9th grade girls confidence and coding while taking them through the process of building iOS apps in a week. When she’s not building software or working with those new to the industry, Tricia finds joy in long distance cycling, world travel and a good cup of coffee.
There are a great many company cultures in the world that go out of their way to avoid conflict of any kind. And, while the intent is good — nobody wants to work in a combative workplace — the common practice of lumping all conflict together into a single bucket and trying to toss it out the window winds up being counterproductive in many ways. You see, conflict isn’t always a bad thing; certain types of conflict actually make us better at what we do. When we engage in constructive conflict, we hone our ideas, challenge our own assumptions and biases, and push others to do the same. In an environment completely absent all conflict, we might as well all just be “yes men” and simply rubber-stamp every idea that comes around. Successful businesses are not built that way. Here are some things to think about when it comes to engaging in constructive conflict.
While Product Managers have a great many tools in their belt to use when working internally with stakeholders or externally with customers, there’s one tool that seems to elude so many of us. That tool is silence. When you’re talking with someone and trying to get them to say what’s really on their mind, what’s underlying the things that they’re telling you overtly, silence can be one of your best tools for figuring out what they’re really thinking, what problems they really have, and what’s really motivating them. Silence can be an amazing tool when used properly and in the right circumstance — it essentially forces the other person to fill in the gaps of conversation, and when they do it’s usually with something that comes from the subliminal thought processes rather than the conscious ones. In my constant effort to empower Product Managers everywhere, here are some thoughts on using silence effectively…
It’s time for the next installment of my ongoing series of “Ten Questions” for thought-leaders and colleagues from the Product Management world! This month I’ve reached out to Paul Jackson, a longtime Product Manager from the UK who showed up on my radar a few years ago when he started to feature some of my posts in his articles and in his newsletter. Since then, we’ve exchanged thoughts on a wide variety of topics, and he was high on my list when I started up this ongoing series.
As Paul describes himself:
Paul is the publisher of Pivot Product Hits, a monthly newsletter on product strategy and a regular writer on all things product.
As a Product Manager and user-centred design practitioner, Paul has been building digital products and services for over 15 years. Currently Managing Director of Castle in the UK, he was Head of Product Management for The Times and The Sunday Times and Director of Product at Newsmart, an edtech SaaS that leverages premium news content from the Wall Street Journal.