Based on my experience, the feature-focused teams treat output as success. Therefore it is actually quite easy "to score A" in such teams. Especially as a PO/PM.
The question I keep asking myself is why they treat the output as success and neglect the outcomes? Is it wrong training, lack of expertise, lack of intelectual integrity?!
Most PMs I know have named outputs as success, including myself. Often, the environment also rewards that. Within time, PMs realize that outputs aren't the real game, and then they learn how to chase outcomes over outputs.
It's a learning adventure where we continuously reinvent ourselves.
Based on my experience, the feature-focused teams treat output as success. Therefore it is actually quite easy "to score A" in such teams. Especially as a PO/PM.
The question I keep asking myself is why they treat the output as success and neglect the outcomes? Is it wrong training, lack of expertise, lack of intelectual integrity?!
I'd call it a journey.
Most PMs I know have named outputs as success, including myself. Often, the environment also rewards that. Within time, PMs realize that outputs aren't the real game, and then they learn how to chase outcomes over outputs.
It's a learning adventure where we continuously reinvent ourselves.
That's a really nice way to put it!
Nice write up,I wrote similar ,have a look and please subsribe if you like it
https://substack.com/@khan458064/note/p-165787991?r=5u67rf
Thanks for sharing it.
I read the note, but missed more depth and examples on the topic. That would create more actionable insights :)
Thanks for suggestion ,will work on it now 🤞
I love all your posts. This one makes no exception. I just have a comment on a single point: Praise.
It's taught as a mechanical practice in the command&control culture. That just generates defiance.
Genuinely praise when appropriate, do not otherwise. The recipient will know in all cases.