Tiffany Lo

Kevin Yien shared the best definition of the job of a product manager I've heard: To turn the potential energy of your team (e.g., your engineers, designers, etc.) into as much realized value as possible. When people complain to me about product managers, and wish PMs didn't exist, that tells me they've never worked with a great PM. Great PMs help you do the best work of your lives. They help you spend more of your time doing the work you enjoy—coding, designing, building—and take on work that makes sure what you're building actually ships, delivers impact, and avoids surprises.

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A Product Manager's Best Friend and Worst Enemy: Prioritization 🤯 I recently got a pro tip at work: "You should know what to prioritize." It's a simple statement, but it hits the nail on the head. Prioritization - the art and science of deciding what to build, when, and why. It's the golden key to product success, but it's also a double-edged sword. Done right, it's your superpower, guiding your team towards the most impactful features and delivering maximum value. Done wrong, it's a nightmare, leading to missed opportunities, unhappy customers, and burnout. What's your secret weapon for prioritization? #productmanager #prioritization

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Independent & Local ❤️ #Veterinary Trust ❤️ Fact: If you can't hire staff, you can't grow your practice. ✅ Hard time finding Staff? Candidates must trust you and your brand. ✅ Looking to grow? Customers have to trust you. - How to help build it with a Do It Yourself approach If you're a Local and/or Independent Veterinary Practice: Trust ❤️ is key to attracting talent and growing your practice. Here’s how you can build that trust through local engagement ⏩⏩⏩(pssst: without needing a marketing team!) Start with Local Engagement Building Trust Step-by-Step 1. Increased Brand Awareness within the Community - Engaging with your local community boosts your visibility, making your clinic the preferred choice for pet care. 📌 Action: Utilize local events and partnerships to promote your clinic’s services and values.  | 2. Building Relationships with Local Pet Owners - Strong relationships foster trust and loyalty, leading to a consistent client base and positive word-of-mouth referrals. 📌Action: Host educational workshops, provide valuable resources, and offer personalized care to establish rapport with pet owners. 3. Partnerships for Driving Traffic to the Clinic - Local engagement efforts can attract more traffic to your clinic, resulting in increased appointments and business growth. 📌Action: Collaborate with local businesses, shelters, and pet stores to create incentives and events that draw pet owners to your clinic.Creating Partnerships: Your Action Plan Step 1: Identify Local Partners - Find local pet stores, groomers, and businesses that align with your clinic’s values. Step 2: Propose Mutually Beneficial Partnerships - Consider referral discounts, co-hosted events, or joint marketing efforts to attract more clients. Step 3: Promote Partnerships - Use social media, in-clinic signage, and community events to amplify your clinic's presence. Ideas Hosting Events to Engage the Community - Plan and market workshops focusing on pet care through social media, email newsletters, and local advertising to attract pet owners. Reach Out to Shelters - Offer discounted services for adopted pets to promote responsible pet ownership and community involvement. Organize Joint Events - Collaborate with shelters for events like adoption days to increase community engagement and showcase your commitment to pet welfare. Share Success Stories - Highlight collaborations with shelters on social media to demonstrate your active role in the community and support for animal welfare. Any #DVM #veterinary #CVPM have other ideas? Share below!

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According to the International Consumer Protection and Enforcement Network (ICPEN), 76% of global sites and apps employ at least one dark pattern, with 67% utilizing multiple deceptive strategies. I understand that, at a company level, the pressure to deliver quick results can sometimes lead to the unintentional introduction of dark patterns in product design. While these tactics might achieve short-term goals, they often make technology stressful and challenging for users. This goes against the very purpose of technology, which is to simplify and enhance the user experience. https://lnkd.in/gWQAGN-9

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The current job market is not fun for Product and Growth people right now. The complete oversupply of product managers and their endless struggle to finally find a "good" place to work while making a good salary at the same time is bad overall. Yes, companies find talent all the way to middle management positions "cheaper," but that view is really binary. It's become much harder to find the perfect fit for your job openings in a see of ChatGPT optimized CVs. I had candidates jump ship to other companies a week before they were supposed to start because they didn't want to "risk" being without a job, so they took our offer while searching for a better one. And I'm totally sympathetic to that; it's just not a good environment right now unless you look at people as interchangeable resources for a specific dollar value. At the same time, it also means that some people accept jobs for which they should never say yes. I fully expect average tenures to come down as a result from both sides. Unhappy candidates just jump from one job to the other because survival is more important to them than the founder's lofty vision to lead their company to an IPO that is never happening. Companies, at the same time, don't give out enough budget for the top talent they require. "Well, we have an oversupply right now; surely we can cut salaries by 20% across the board", says Francis, the CFO. The "cheap" hires on paper then turn into really expensive hires because they used you as a lifeline before they could find a better-paying job. Which makes it harder for those without jobs to fill those positions. It's an endless game of PEZ where one bad fit fills in for the next one. They are not bad candidates and people, just not a great fit. Talent remains expensive for that reason, especially in Product & Growth, where we have to manage the tech circus like a parent who discovered that their kid found out how to use mommy's credit card. Not so fun times. Tomorrow new article drops on Hiring & and Applying in 2024 in product & growth. #productledgrowth

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Product management in tech is going through an existential crisis. GTM - owned by someone else. Pricing - owned by someone else. Growth - owned by someone else. Packaging - owned by someone else. Product vision - given by someone else. Data crunching - owned by someone else. Product strategy - owned by someone else. Hypothesis testing - owned by someone else. Business modeling - owned by someone else. Research, discovery - owned by someone else. Voice of the customer - owned by someone else. Everything that's supposed to be product management in the past is been done by someone else. Last week I chatted with a CPO who said: "Product management won't exist anymore. I need General Managers who drive business results with the product. Someone who knows how to bring a product life and make it successful financially. PM as it is today doesn't work. PMs need to own the role of a GM." I answered: "What you describe is the Product Manager role that's been existing since the 1920s. Unfortunately in tech we're not living it the way the role was meant to be. So yes PMs need to become commercial again. But if you start calling them 'GM', they need the authority of a GM. Otherwise we end up in the 'CEO of the product without being a CEO' mess." 👉 She and many other product leaders I am talking is looking for an entrepreneurial role of a product manager who has the capability to direct the product end-to-end. And seeing that more and more roles and teams are formed that are taking care of the commercial duties that a PM would have prove her point. What happened: ❤️ Product Management was a commercial function. 💔 Got pulled too deep into technical delivery. 💔 This created a commercial vacuum. 💔 Which created roles and teams that took over Product Management's duties. 💔 Now that Product Management rightly wants to get back to its origins, the commercial seats are taken. That's one of the reasons why we have so many discussions about what PMs should do and what not. How to change it: A) PMs need to get "commercial savvy" (pun intended) again. B) Companies need to understand the role of PM and utilize their PMs better. PMs are not ticket monkeys responsible for delivery!!! C) ... what else? I don't know how to end this post so here's the pitch: "If you are a scale-up or SMB who wants your PMs to be more entrepreneurial, and need help with that -> ping me" ... ... and POST END 😅

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Wise Innovation: Advice for building and creating in 2024. 1. Conduct Before and After Action Reviews: before you launch get in the habit of running BAR and AAR. Before launch: play out worse case scenarios, think of possible outcomes, brainstorm solutions to possible problems. After launch: go over lessons learned, develop best practice based on what went right, and test results based on what you learned. 2. Put on your legal hat: think of any blind spots or information gaps you may have missed. Are you observing infringement, copywrite, or privacy laws? Does your LLM source from proprietary material not owned by you or your company. If you don’t know, consult your legal team as a precautionary measure. This will save you headaches and potential lawsuits down the road. 3. Tech singularity: as we build models for the next era of AI, be mindful of placing guardrails and safety rails around what you build, in essence develop SMART (Specific, Measurable, Attainable, Relevant, and Timely). AI is currently unregulated so it’s up to us to develop what we build wisely. 4. Bad actors: in my experience I’ve seen people find a way to misuse, exploit or abuse anything that is created. Even if your product is built with the best of intentions, be mindful of possible bad actors attempting to misuse your product. 5: Responsible creation of AI: An ounce of prevention is worth a pound of cure. Aim to reduce errors and minimize risks. In essence learn to anticipate and mitigate risks. You can do this by ensuring legal compliance and setting ethical and safety standards to guide your team. This will minimize errors, reduce potential misuse, and foster trust in AI technologies. This is a proactive and crucial step in developing impactful and ethical AI solutions. This is OUR time, go out there and create something amazing.

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