Product Habits - Build products that solve real problems

7 Cognitive Biases That Make Us Suck at Time Management

I love a good list of cognitive biases, and this one doesn't disappoint. With more of us working remotely than ever before, we have greater freedom in how we manage our time. So, it's critical to understand the cognitive biases that make us suck at time management. These seven biases are a good starting point, and each one comes with a handful of habits and practices you can implement to avoid that particular mental trap. Which one are you most susceptible to? 

How to Build a Startup in a Heavily Regulated Space

Ayo Omojola, who was the founding product manager on the banking team for Cash App at Square, helped build out the company's technical banking infrastructure. Now, he's the VP of Product at Carbon health, tackling some of the most pressing healthcare accessibility challenges. Needless to say, Ayo has some great insights on how to build startups in regulated spaces. This is a must-read if you work at a company in a heavily regulated industry. 

The First-Time Founder's Guide to Learning Everything the Hard Way

This was one of my favorite reads this past week. Steve El-Hage became a first-time founder when he was 22 years old. When his company Drop first launched, revenue was $12k in the first week, $25k in week two, and $50k in week three. But then, nothing—for eight painful, consecutive weeks. Fast forward eight years: Drop does about $100 million a year in revenue with a team of 100 people. El-Hage probably has one of the most under-appreciated founder stories, having learned "everything the hard way." Here's his first-time founder's playbook (it's really good). In a nutshell: Listen to your customers, course correct bad hiring decisions, bring on more advisors, and proactively manage burnout.

The Difference Between Good and Bad Product Managers

This is a short and sweet read about the difference between good and bad product managers. I've met plenty of both, and I think this is spot on. Here's one of the most important distinctions: A good product manager is relentlessly focused on reaching out and listening to customers, but doesn't determine their roadmap based on every feature customers ask them to implement. Check out the full list. 

How Video Messaging Helps Us Grow Loom

Asynchronous communication is becoming the new standard for how we work in a remote world. Most teams are relying heavily on Slack and Zoom meetings right now. But, I think a tool like Loom can be a really useful supplement when sharing strategic briefs, daily updates, and project feedback. Video messages are not only quicker than text and more efficient than organizing real-time video meetings, but they also help communicate your tone and expression better. These are helpful examples of what work video messages could actually look like. 

How to Create "Magical" Growth Loops

I enjoyed reading this tweet thread by Lenny Rachitsky about creating what he calls "magical" growth loops, where most of your growth comes from existing users. Most businesses have to find each of their new customers, but some—like DoorDash, Dropbox, Substack, and Eventbrite—recruit users that then naturally promote to more users. If you knew you could build a magical growth loop at your company, what would it look like? 

Why Customer Retention Is the Ultimate Growth Strategy

I wholeheartedly agree with the main premise of this article: "More often than not, the most effective solutions to short-term problems are long-term solutions." One of the best ways to put this idea in practice is to prioritize retention over acquisition. After all, if you've got a leaky bucket, it doesn't matter how clever or cost-effective your acquisition strategy is. Figure out how to keep people highly engaged, and more sustainable growth will follow. This article sells the concept thoroughly.

How to Become a Super Effective Manager

If you're in a management or leadership position, this is a must-read. I know plenty of people who do an okay job at listening to those they manage, but it's a smaller group that goes out of their way to build relationships with them that transcend the workplace. And, it's an even smaller group of people that effectively builds a wall around their team, limiting external influences and distractions so they can be as effective and satisfied in their work life as possible. This is a good reminder to focus on doing all three.