Our brains want to feel in control, and physical proximity is one way we can have that control. So even though we have the tools to bridge any virtual distance, it's still a natural tendency to give preferential treatment to those in arm's reach, or at least a few desks down. As a leader working to make all your team members develop and grow, you need to be careful that you aren't falling into this all-too-human trap, especially if you work in a hybrid environment where some workers are in the office and others aren't.

Proximity/distance bias

Similarity bias draws us to people who are like us, causing us to miss out on new, diverse relationships at work. It can even lead us to hire, promote, or offer more career development to people we can see ourselves in. Not good. We need to go out of our way to feel connected to everyone, not just people like us. So, try to create shared experiences. It can be harder to create shared experiences in a remote environment, which means you need to be intentional about it.

Similarity bias

One trick our minds use to sift through everything thrown at us is to latch onto the first piece of information we get about a particular topic, decision, pattern. When the American workforce went remote in March 2020, it was sudden—and not necessarily smooth. Even though systems have since been implemented to address all these things, lots of people still latch onto that anchor.

Anchoring bias

When we know what to expect, we know how to respond—and our brains like knowing how to respond. That's part of why shifting to remote work can be difficult: we've been working in person for years, decades in some cases, and it's hard for us to think of work in any other setting.<ul><li>﻿Be aware of your preferences toward how you've done things in the past. Ask yourself:</li><li>What's a process that made sense in person but may be holding you back? </li><li>Who on your team would enjoy brainstorming ways to make remote work more fulfilling and productive?</li><li>How can you involve your team in creating new remote traditions?</li></ul>

Status quo bias

This is the mental shortcut that results in us seeking out, preferring, and remembering things in a way that suits what we already believe. The term has been particularly popular over the past several years, in reference to how people choose their news sources.If you or your team don't love remote work, this means you're less likely to spot remote work successes—and more likely to spot shortfalls that you believe arise from your new working environment. We need to get away from this tendency to use remote work as a scapegoat.

Confirmation bias

Understand yourself and those around you.

psychology

Psychology

remotework

Remote Work

career

Career

corporateculture

Corporate Culture

humanresources

Human Resources

5 cognitive biases to conquer in remote work

Good technical design decisions are very dependent on context. 
Teams that regularly work together on common goals are able to communicate regularly and negotiate changes quickly. These teams exhibit a strong force of alignment, and can make technology and design decisions that harness that strong force. As we zoom out in a larger organisation, an increasingly weak force exists between teams and divisions that work independently and have less frequent collaboration. Recognising the differences in these strong and weak forces allows us to make better decisions.

The Forces Of Architecture

Technology governance and what is considered ‘good architecture’ is mostly considered with a ‘one size fits all’ approach.
<ul>
<li>Many organisations try to apply the same strict governance at all levels - limiting tech choices, and disempowering teams. </li>
<li>Others have allowed teams complete autonomy at all levels, meaning teams are left to make their own choices with no constraints at all. </li>
</ul>
Neither of those approaches are ideal.

One Size Fits All Approach

Within a domain we have multiple teams, each being responsible for some capabilities and underlying systems within the domain. 
Sometimes this is perfectly aligned, with each team being custodians of a neatly bounded set of systems. More often this is imperfect in reality, with custodianship of some systems being shared across teams - often for legacy reasons. For teams within a domain, there is a very strong force of alignment.

Within A Domain: Strong Forces

In the middle ground we have our vertical structure, with multiple domains. The social distance between the people in one domain and another is getting stretched. 
This makes negotiation and reaching alignment more strained and slower, and so necessarily this impacts our technology choices and approaches.

Within A Vertical: Weakened Forces

When we zoom out to all of the organisation - the force of alignment between the verticals is very weak indeed. It is quite hard to make changes atomically across the landscape - mostly because the prioritisation of work for each vertical is deliberately independent. 
Coordinating work at this level is necessarily much slower and limiting. This means our design decisions and approaches need to adapt accordingly.

Whole Of Organization: Weak Forces

<ul>
<li>Within a single domain, there should be a small set of technology choices agreed upon.</li>
<li>Often this follows Default Trial Retire for each class of technology required.</li>
<li>Informal governance through technology leadership is usually highly effective.</li>
</ul>

Technology Choices: Domain (strong force)

<ul><li>At a vertical level, there would be a slightly larger set of agreed technology choices, to cater for the differing needs of the multiple domains.</li><li>It is beneficial for the vertical to be able to move people closer to high priority work, so keeping aligned on technology is important here.</li><li>More formal sharing of solution options and proposals keeps choices aligned effectively.</li></ul>

Technology Choices:  Vertical(Weakened Force)

<ul><li>The weakest force for aligning and governing technology choices is at the Whole of Org level.</li><li>Solution options and proposals encourage dialog and improve alignment.</li></ul>

Technology Choices: Whole of Org (weak force)

<ul><li>Within a single domain, even across 3-5 teams, we should have high bandwidth communication and a short distance to empowered leadership.</li><li>This means that when a change needs to be made to shared code or infrastructure, we can quickly inform and prepare for the changes.</li><li>The coupling introduced by shared code and infrastructure has less impact, and the benefits often outweigh the costs.</li></ul>

Shared Code And Infrastructure: Domain (strong force)

Sharing code, artefacts, and infrastructure can often be managed at a vertical level - but the drag introduced should be carefully monitored.

Shared Code And Infrastructure: Vertical (weakened force)

Shared code at a whole of organisation level is limited to highly stable, highly useful things. Mostly these things are limited to libraries which can be distributed and versioned, and changed carefully.Shared infrastructure is similar - at an org-wide level, shared infrastructure must have very high value, and be well-encapsulated (“as a service”, self-service). It should very rarely need a core change in response to a need from a single team.

Shared Code And Infrastructure: Whole of Org (weak force)

<ul><li>Within a single domain - with high degrees of alignment in terms of practices and technology - it can be quite reasonable for teams to contribute code across team boundaries, with a type of collective code ownership extending to the whole domain.</li><li>Custodianship of each system should still be clearly understood, usually best kept within one team.</li><li>At a vertical level, it is common for code contribution to happen across systems, e.g. pull requests in source control - with only small amounts of delay and re-work required.</li></ul>

Code Contribution models: Domain Level

<ul><li>At the whole of org level, it is often quite difficult (and sometimes harmful) to effectively manage contributions that cross verticals.</li><li>This is particularly true where systems are complex in nature, highly critical or sensitive in terms of accuracy, performance, privacy and compliance.</li><li>When completely new system features are being established, it can work well to collaborate across verticals even doing pair-programming together.</li></ul>

Code Contribution models: Whole of Org (weak force)

<ul>
<li>Domain (strong force): Systems that are owned within a single domain are relatively easy to change in a closely coordinated way. </li>
<li>Vertical (weakened force): Changes that must be coordinated across multiple domains within a vertical should be rare, but can be managed when absolutely necessary. </li>
<li>Whole of org (weak force): The impact of highly-coupled integration (e.g. ETLs, database integration) is very high, and should be absolutely avoided.</li>
</ul>

Integration Patterns: Connecting Systems Together

Understanding the strong and weak forces of team architecture

teamwork

Teamwork

leadershipandmanagement

Leadership & Management

The strong and weak forces of architecture

<ul><li>Remote work lacks the distractions, annoyances, and soft abuses that come with co-workers and middle managers.</li><li> They don’t have to commute </li><li>Can be evaluated mostly on their actual work rather than on the optics-driven albatross of “office culture”. </li></ul>

Why do people like working from home?

<ul><li>When we are all in the same physical space, we are oftentimes evaluated not on the execution of our role but on our diplomacy—by which I mean our ability to kiss up to the right people rather than actually being a decent person.</li><li>It’s much harder to be a jerk over Slack, email, and text when someone can screenshot it and send it to HR (<a href="https://www.theverge.com/2019/12/5/20995453/away-luggage-ceo-steph-korey-toxic-work-environment-travel-inclusion">or to a journalist</a>).</li></ul>

The necessity to be nice

<ul><li>The anti-remote crowd seems to believe that the responsibility of a 9-to-5 employee isn’t simply the work but the appearance, optics, and ceremony of the work.</li><li>Making people work late is much harder when you can’t trap them in one place with free food, a Ping-Pong table, a kegerator, or laundry services—benefits that you champion instead of monetary compensation.</li></ul>

Why are people still compelled to come back to offices?

to understand why organisations compel their employees back to work despite enough evidence against it. 

Like it or not, the way we work has already evolved.

Why Managers Fear a Remote-Work Future

We agree to many requests not because we want to do them, but because we don’t want to be seen as rude, arrogant, or unhelpful. Often, you have to consider saying no to someone you will interact with again in the future—your co-worker, your spouse, your family and friends.

Why We Say Yes

The words “yes” and “no” get used in comparison to each other so often that it feels like they carry equal weight in conversation. In reality, they are not just opposite in meaning, but of entirely different magnitudes in commitment.When you say no, you are only saying no to one option. When you say yes, you are saying no to every other option.

The Difference Between Yes and No

Saying no is sometimes seen as a luxury that only those in power can afford. And it is true: turning down opportunities is easier when you can fall back on the safety net provided by power, money, and authority. But it is also true that saying no is not merely a privilege reserved for the successful among us. It is also a strategy that can help you become successful.

The Role of No

Over time, as you continue to improve and succeed, your strategy needs to change.The opportunity cost of your time increases as you become more successful. At first, you just eliminate the obvious distractions and explore the rest. As your skills improve and you learn to separate what works from what doesn’t, you have to continually increase your threshold for saying yes.

Upgrading Your No

Most of us are probably too quick to say yes and too slow to say no. It’s worth asking yourself where you fall on that spectrum.If you have trouble saying no, you may find the following strategy proposed by Tim Harford, the British economist I mentioned earlier, to be helpful. He writes, “One trick is to ask, “If I had to do this today, would I agree to it?” It’s not a bad rule of thumb, since any future commitment, no matter how far away it might be, will eventually become an imminent problem.”

How to Say No

More effort is wasted doing things that don’t matter than is wasted doing things inefficiently. And if that is the case, elimination is a more useful skill than optimization.I am reminded of the famous Peter Drucker quote, “There is nothing so useless as doing efficiently that which should not be done at all.”

The Power of No

Not doing something will always be faster than doing it.

productivity

Productivity

motivationandinspiration

Motivation & Inspiration

timemanagement

Time Management

The Ultimate Productivity Hack is Saying No

“Life is forgiving. Every experience, failed or successful, is never wasted. All the time spent does work towards a final goal, some known and some newly-discovered on the journey. You have to have faith in yourself, confidence in who you are and want to be, and be brave enough to take the steps towards achieving your dream.”

“It would be a sin not to remember the things that make you happy.’ He”

“There are opportunities that come and go, like the trains on this very track. You can climb on any train and it will take you down a new path. But you need to decide which platform to stand on and which train is the one that is the most important for you.”

“Every experience, failed or successful, is never wasted. All the time spent does work towards a final goal, some known and some newly-discovered on the journey. You have to have faith in yourself, confidence in who you are and want to be, and be brave enough to take the steps towards achieving your dream.”

“It would be a sin not to remember the things that make you happy.”

“Is life a game of yes or no? I wonder about the absolutes that we try to create for ourselves, our relationship, our life choices. We try to make things black and white when sometimes it is much more grey.”

“But then again, the weight of regret and asking yourself what if, down the road, is far more haunting to one’s soul. What if I took that chance? Well, if the worst that happens is that you have to come back home and pick up where you left off, at least you can stop wasting time on dreaming and wondering if it’s still a possibility.”

“I have forgotten this intimate and softer side of love. The excitement to hear someone speak the language of your soul in such a loving tone was something I enjoyed most.”

“When you find love, all that matters anymore is making the other person happy.”

personaldevelopment

Personal Development

books

Books

‘Everyone has a Story‘ which is India’s first successful self published novel by a female author. An Amazon Bestseller will be now re-published by India’s top publisher Westland Books. The author of this novel is Savi Sharma, an inspirational writer.Besides, Savi is also Chief Content Officer at Life & People where her role is to write, curate and publish interesting articles related to Positivity, Law of Attraction, Spirituality, Meditation, Healing, Success Stories, etc. which has helped in her personal and professional development. Importantly she believes that it has given her a higher perspective of life and people which isvery important for a storyteller."

Savi Sharma

This is Not Your Story

Sometimes, to outsiders, the tech industry and cool Silicon Valley startups are synonymous. And there's some truth in there. Startups work differently from giant corporations inside and out. The startup environment seems shiny and fun from the outside, but it’s not suited to everyone. So while it sounds fun, in theory, to work for a startup, it’s vital that you know what it's all about.

A Product Management Job at a Startup

<ul><li>Freedom and speed: You have the opportunity to create your own processes and move at speed as you have less bureaucracy and red tape</li><li>Open doors: Startups like to hire professionals who have previous experience in a startup environment, especially as they start growing. Getting some startup experience could open up a wide variety of job opportunities.</li><li>Innovation:  Startups are often at the forefront of innovation.</li></ul>

Startup Benefits

<ul><li>Lack of Resources: When you’re building something completely new, you’ll be running off of funding with no regular and expected income streams. </li><li>People power: Startups are small, which means fewer people that have to be shared with departments.</li><li>Speed: When a lot of work needs to be done very quickly by only a handful of people, it could mean extra workload at times.</li></ul>

Startup Challenges

Startups can't waste resources hiring someone just because they're young. They need people with experience as well as youth and vigour that can get the job done. No one successful in the tech industry has a perfectly clean record. By joining a startup you’re a risk-taker, a valuable asset for any company in the product space. When you fail, it's all about getting back up again.

Startup Misconceptions

Every startup in the Digital product space needs a product manager.A product manager is someone who knows a little bit about everything. A product manager is familiar with customer research and can help to build user stories, which are useful to product teams, sales, marketing, and design.

Product Management Skills That Help Startups to Flourish

Show that you’re great at building things by building things. Building a side project, be it a blog, a community, or a whole digital product is a great way to put you on the map. It shows off your entrepreneurial skills and your go-get-em attitude.

Start your own side project

Hiring managers for startups will be interested in the breadth of your experience. They also care about results. Read each job posting carefully and be specific about how your skills and experience fit what they’re looking for. For example, if they specifically mention growth, think about what you’ve done in the past that contributed towards growth. It is even better if you can back it up with data.

Tailor your resume

Getting certified as a product manager makes you that much more discoverable to hiring managers. It makes it absolutely clear who you are and what you can do. It’ll help you stand out from the crowd and give credibility to your profession.

Get certified as a Product Manager

Great product managers have a can-do attitude and a broad knowledge of all aspects of product development. If you're moving from engineering to product, a startup in need of product managers who can help out on a technical level might be your best bet.

Boost your tech skills

Sometimes, to outsiders, the tech industry and cool Silicon Valley startups are synonymous. That’s not the case at all, but there’s a little nugget of truth in there. Cool startups are a huge perk of…

product

Product & Design

How to Get a Product Management Job at a Startup

James Clear, author of Atomic Habits, learned the importance of habit building after a traumatic injury in his youth.

The Importance Of Habits 

He learned that if you focus on improving yourself by developing good habits, you'll be able to achieve your goals.Key IdeaYOU CAN DEVELOP POSITIVE HABITS THROUGH SMALL INCREMENTAL CHANGES

Focus On Improving Yourself 

Small changes, though they may seem unimportant now, can add up. Eventually, they can lead to drastic results.

Small Changes Makes The Difference 

These small changes are what Clear calls atomic habits. An atomic habit “refers to a tiny change, a marginal gain, a 1% improvement.”

Atomic Habits 

If you improve by 1 percent each day for a year, you’ll be thirty-seven times better by the end of the year.The reverse is also true — if you get 1 percent worse each day for a year, you’ll end up basically at zero.

Why do atomic habits lead to drastic changes?

The way we build habits can be divided into four steps: cue, craving, response, and reward. Together, these steps are known as the habit loop.<ol><li>Make it obvious. Attach new habits to old habits you already have.</li><li>Second Law: Make it Attractive.The more that you like doing something, the more likely you'll be to do it.</li><li>Third Law: Make it Easy. Addictive habits show that the easier something is, the more likely we are to do it.</li><li>Fourth Law: Make it Satisfying. This step is the reward portion of the habit forming loop and increases the odds you’ll repeat an action.</li></ol>

Four Laws of Behavior Change we can use to create positive habit

Love love love this book. It brought to life things I already knew but made me reflect on how much impact I can make with tiny little changes to my routine. Check it out. 

The #1 New York Times bestseller. Over 3 million copies sold! Tiny Changes, Remarkable Results No matter your goals, Atomic Habits offers a proven framework for improving--every day. James Clear, one of the world's leading experts on habit formation, reveals practical strategies that will teach you exactly how to form good habits, break bad ones, and master the tiny behaviors that lead to remarkable results. If you're having trouble changing your habits, the problem isn't you. The problem is your system. Bad habits repeat themselves again and again not because you don't want to change, but because you have the wrong system for change. You do not rise to the level of your goals. You fall to the level of your systems. Here, you'll get a proven system that can take you to new heights. Clear is known for his ability to distill complex topics into simple behaviors that can be easily applied to daily life and work. Here, he draws on the most proven ideas from biology, psychology, and neuroscience to create an easy-to-understand guide for making good habits inevitable and bad habits impossible. Along the way, readers will be inspired and entertained with true stories from Olympic gold medalists, award-winning artists, business leaders, life-saving physicians, and star comedians who have used the science of small habits to master their craft and vault to the top of their field. Learn how to: • make time for new habits (even when life gets crazy); • overcome a lack of motivation and willpower; • design your environment to make success easier; • get back on track when you fall off course; ...and much more. Atomic Habits will reshape the way you think about progress and success, and give you the tools and strategies you need to transform your habits--whether you are a team looking to win a championship, an organization hoping to redefine an industry, or simply an individual who wishes to quit smoking, lose weight, reduce stress, or achieve any other goal.

business

Business

The #1 New York Times bestseller. Over 10 million copies sold! Tiny Changes, Remarkable Results No matter your goals, Atomic Habits offers a proven framework for improving--every day. James Clear, one of the world's leading experts on habit formation, reveals practical strategies that will teach you exactly how to form good habits, break bad ones, and master the tiny behaviors that lead to remarkable results. If you're having trouble changing your habits, the problem isn't you. The problem is your system. Bad habits repeat themselves again and again not because you don't want to change, but because you have the wrong system for change. You do not rise to the level of your goals. You fall to the level of your systems. Here, you'll get a proven system that can take you to new heights. Clear is known for his ability to distill complex topics into simple behaviors that can be easily applied to daily life and work. Here, he draws on the most proven ideas from biology, psychology, and neuroscience to create an easy-to-understand guide for making good habits inevitable and bad habits impossible. Along the way, readers will be inspired and entertained with true stories from Olympic gold medalists, award-winning artists, business leaders, life-saving physicians, and star comedians who have used the science of small habits to master their craft and vault to the top of their field. Learn how to: <ul><li>make time for new habits (even when life gets crazy);</li></ul><ul><li>overcome a lack of motivation and willpower;</li></ul><ul><li>design your environment to make success easier;</li></ul><ul><li>get back on track when you fall off course;</li></ul>...and much more. Atomic Habits will reshape the way you think about progress and success, and give you the tools and strategies you need to transform your habits--whether you are a team looking to win a championship, an organization hoping to redefine an industry, or simply an individual who wishes to quit smoking, lose weight, reduce stress, or achieve any other goal.

James Clear is the author of "Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones" He writes about habits, decision-making, and continuous improvement at jamesclear.com. His website receives millions of visitors each month and hundreds of thousands subscribe to his popular email newsletter.His work has appeared in the New York Times, Entrepreneur, Time, and on CBS This Morning. He is a regular speaker at Fortune 500 companies and his work is used by teams in the NFL, NBA, and MLB. Learn more at jamesclear.com

James Clear

Atomic Habits

A lot of times, business health and growth can be at odds with each other because you can trade health for more growth. Looking at the CAC/LTV ratio in combination with Revenue is healthy because it considers both. It also gives you a common reference across the whole business.

💎 CAC/LTV ratio in combination with revenue

The throughput funnel for a team is a function of:<ul><li>Velocity: how many feature experiences are you putting out per engineer per week? Example at Airbnb: 1 test/engineer per week.</li><li>Success rate: for 100 experiments, how many are a statistically significant winner that you’re going to roll out? A good benchmark is a 20-30% success rate</li><li>Average Impact: if you have a 30% success rate, what’s the average impact over these? A more established company like FB might have a +1% average impact that drives a lot of revenue. More earlier stage companies should have a much higher average impact. </li></ul>

💎 The throughput funnel

Gems on fundamentals about revenue growth and testing by an expert from MasterClass. 

👉 Subscribe here: http://bit.ly/2xMQLbS 🕊️ Follow us on Twitter: http://bit.ly/2xAQklN 💙 Like us on Facebook for free event tickets: http://bit.ly/2xPfjkh 📷 Check us out on Instagram: http://bit.ly/2eHmfJp Get the presentation slides here: https://prdct.school/3yzh4SS Find out more about us: https://bit.ly/38Ue3lR 💻 ABOUT THE SPEAKER: Michael employs a high-velocity, methodical, battle-tested process which identifies and executes on business growth opportunities through product features and marketing channels. Currently, he’s Senior Product Manager of Growth at MasterClass, which launched in 2015 and is a fast-growing, Series D stage San Francisco-based company that gives millions of people access to courses taught by the foremost masters in their field. Michael and his team are responsible for making MasterClass.com the best experience possible. Prior to his current role, Michael was a Product Manager at DOSH, a leading cash-back shopping app, backed by PayPal. Read full bio 👉 https://bit.ly/35Ib8e3 ABOUT US: Founded in 2014, Product School is the global leader in Product Management training with a community of over one million product professionals. Our certificates are the most industry-recognized credentials by employers hiring product managers. All of our instructors are senior-level Product Managers working at top Silicon Valley companies including Google, Facebook, Netflix, Airbnb, PayPal, Uber, and Amazon. Designed to fit into work schedules, our live, online classes are held in the evenings or on weekends to ensure that both instructors and students can maintain their full-time jobs. You’ll learn how to build digital products from end to end, lead cross-functional teams and land your next product job or promotion. See our upcoming courses here: https://bit.ly/38Ue3lR In addition to classes, we host daily online events with top industry professionals about Product Management. Click here to see what we have coming up: https://bit.ly/3f9mfjj We are committed to pushing the product management industry forward. We published the Amazon bestseller, The Product Book (Get your copy here: https://bit.ly/3faCLiY) host over 1,000 free events per year, The Proddy Awards, and ProductCon, the largest multi-city conference in the world for product managers. #ProductManagement #ProductSchool #Upskill #TechEducation #Business #ProdMgmt #PMCertificate #ProductManager #Product #PM #IT #Management #PMP #FinTech

communication

Communication

startup

Startups

👉 Subscribe here: http://bit.ly/2xMQLbS 
🕊️ Follow us on Twitter: http://bit.ly/2xAQklN 
💙 Like us on Facebook for free event tickets: http://bit.ly/2xPfjkh 
📷 Check us out on Instagram: http://bit.ly/2eHmfJp 

Get the presentation slides here: https://prdct.school/3yzh4SS
Find out more about us: https://bit.ly/38Ue3lR 💻

ABOUT THE SPEAKER:
Michael employs a high-velocity, methodical, battle-tested process which identifies and executes on business growth opportunities through product features and marketing channels. Currently, he’s Senior Product Manager of Growth at MasterClass, which launched in 2015 and is a fast-growing, Series D stage San Francisco-based company that gives millions of people access to courses taught by the foremost masters in their field. Michael and his team are responsible for making MasterClass.com the best experience possible. Prior to his current role, Michael was a Product Manager at DOSH, a leading cash-back shopping app, backed by PayPal. 

Read full bio 👉 https://bit.ly/35Ib8e3

ABOUT US:
Founded in 2014, Product School is the global leader in Product Management training with a community of over one million product professionals.

Our certificates are the most industry-recognized credentials by employers hiring product managers. All of our instructors are senior-level Product Managers working at top Silicon Valley companies including Google, Facebook, Netflix, Airbnb, PayPal, Uber, and Amazon. 

Designed to fit into work schedules, our live, online classes are held in the evenings or on weekends to ensure that both instructors and students can maintain their full-time jobs. You’ll learn how to build digital products from end to end, lead cross-functional teams and land your next product job or promotion.
See our upcoming courses here: https://bit.ly/38Ue3lR

In addition to classes, we host daily online events with top industry professionals about Product Management. Click here to see what we have coming up: https://bit.ly/3f9mfjj

We are committed to pushing the product management industry forward. We published the Amazon bestseller, The Product Book (Get your copy here: https://bit.ly/3faCLiY) host over 1,000 free events per year, The Proddy Awards, and ProductCon, the largest multi-city conference in the world for product managers.

#ProductManagement #ProductSchool #Upskill #TechEducation #Business #ProdMgmt #PMCertificate #ProductManager #Product #PM #IT #Management #PMP #FinTech

Product School is the global leader in Product training with a community of over two million product professionals.

All of our instructors are Product Leaders working at top Silicon Valley companies including Google, Meta, Netflix, Airbnb, Uber, and Amazon. 

Designed to fit into the work schedule of busy professionals, all certifications are taught live online in small cohorts.

Our methodology incorporates the hands-on activities, real-world case studies, tools, and frameworks needed to build digital products from end to end and lead cross-functional teams. Students receive personalized instructor feedback and career coaching to get a product management job or promotion.

In addition to the public certifications, Product School offers custom training for companies seeking to boost revenue by upskilling their teams and retaining top performers.


Product School

Webinar: Growth Optimization: Metrics & Frameworks by MasterClass Sr PM, Michael Berliner

The types of questions that you’re going to get asked are going to be completely dependent on the client, your job role and the project that you’re going to be working on. If going to be working on a project where you’re going to be expected to do a lot of user research and a lot of stakeholder management, then you’re going to get asked questions that relate to “how you work with stakeholders, what your user research process is about.”

Preparing For A UX Design Interview

If you’re interviewing for a role where you’re going to be doing more of a user interface role and you’re going to maybe be working with UX designers, you’re going to be working with developers, you’re going to be maintaining a design system or design library, then you’re going to go ask questions that relate to “how you work with developers, how maybe you work with remote teams, how you pair up and work with user experience designers.”

Working With Others

The other thing to say is that the style of interview is going to be completely dependent on the organization, the organization’s personality, management style and the personalities of the people that work there. You might go to an interview, a start-up and just basically have what amounts to a relaxed conversation with some of the founders or some of the heads of product. We might go to an interview of a bank, and you might have to go through a really rigid, formal interview process that has lots of different stages.

Type Of Company

You are surely going to be asked “introduce yourself and talk a little bit about yourself and what you’ve been up to,” and this is really your opportunity to go to interviews with a case study prepared, so you want to go to the interview with stuff that’s ready to talk about. Maybe it’s a couple of projects that you’ve been working on.

The Question Everyone Asks

So let’s say you’re interviewing for a UX role where there’s quite a lot of research going to be involved. Not necessarily like a pure user research role, but you’re going to be expected to do some user testing, some usability testing. If you’ve done that in a project, spend a bit of time talking about that, spend a bit of time talking about that process, spend a bit of time talking, like giving them some insight and some detail into how you went about those things rather than necessarily focusing on the user interface design of that project.

Research Oriented Roles

The interviewer can ask “Have you experienced using XD? Have you experienced using Figma? Have you experienced using Jira? Have you experienced working in an agile team? Have you experienced working with design sprints?”  You’re going to get asked questions where you just really have to talk about your experience working in a particular way that’s relevant to that business. So if that business uses Jira for its sprint management and they ask you, “Do you have experience using Jira?” You just need to say “yes or no.”

Application Related Questions

“What type of designer are you?” And that sounds like quite a simple question, but actually, when you with the kind of the spotlight is put on you and you’re there and you have to think, what kind of a designer am I? Is quite hard to answer, and it’s quite challenging, and I can’t remember what I said!Get prepared for those questions where they shine a bit of a spotlight on you and they put you on the spot towards the end of the interview.

Out Of The Blue Questions

Towards the end of the interview, you’ll get the opportunity to ask questions and this is an opportunity to show that you’re interested in the company or the business, and it gives you an opportunity to figure out whether it’s the kind of place you would like to work for or work at. Like I said earlier, it’s a two-way street. They’re evaluating you, but you should also be evaluating them because you’re going to be giving them your time and energy pretty much every day.

Your Turn Now

What types of questions can you expect in a UX Design Interview?

Hey, guys, what I want to do today is give you a bit of insight as to the types of interview questions that you can expect to get asked in the user experience or product design interview. I’ve seen a…

We use the term “Habits of Mind” to mean having a disposition toward behaving intelligently when confronted with problems to which we do not immediately know the answers.These Habits of Mind may serve as mental disciplines. When confronted with problematic situations, students, parents, and teachers might habitually employ one or more of these Habits of Mind by asking themselves, “What is the most intelligent thing I can do right now?”<ul><li>How can I learn from this? </li><li>What are my resources? </li><li>How can I approach this problem flexibly? </li><li>How can I draw upon my repertoire of problem-solving strategies? </li></ul>

Habits Of Mind

The 16 Habits of Mind identified by Costa and Kallick include:<ul><li>Persisting</li><li>Thinking and communicating with clarity and precision</li><li>Managing impulsivity</li><li>Gathering data through all senses</li><li>Listening with understanding and empathy</li><li>Creating, imagining, innovating</li><li>Thinking flexibly</li><li>Responding with wonderment and awe</li><li>Thinking about thinking (metacognition)</li><li>Taking responsible risks</li><li>Striving for accuracy</li><li>Finding humor</li><li>Questioning and posing problems</li><li>Thinking interdependently</li><li>Applying past knowledge to new situations</li><li>Remaining open to continuous learning</li></ul>

The 16 Habits of Mind

The Water Foundation has identified 13 Habits of a Systems Thinker.<ul><li>Seeks to understand the “big picture”</li><li>Observes how elements within systems change over time, generating patterns and trends</li><li>Recognizes that a system’s structure generates its behavior: focuses on structure, not on blame</li><li>Identifies the circular nature of complex cause and effect relationships, i.e. interdependencies</li><li>Changes perspectives</li><li>Surfaces and tests assumptions</li><li>Considers an issue fully and resists the urge to come to a quick conclusion</li></ul>

13 HABITS OF A SYSTEMS THINKER

<ul><li>Considers how mental models (i.e., attitudes and beliefs derived from experience) affect current reality and the future</li><li>Uses understanding of system structures to identify possible leverage actions</li><li>Considers both short- and long-term consequences of actions</li><li>Finds where unintended consequences emerge</li><li>Recognizes the impact of time delays when exploring cause and effect relationships</li><li>Checks results and changes actions if needed:, “successive approximation”</li></ul>

The “habits of mind” – the routines of the affective system – enable us to associate those emotions (and feelings that follow them) with the corresponding experiences.

A quick tour of Costa and Kallick’s 16 Habits of Mind, along with suggestions for implementing them as classroom best practices.

philosophy

Philosophy

problemsolving

Problem Solving

Integrating the 16 Habits of Mind

Find 100+ Career Tips & Insights - Curated from inspiring sources like Books, Podcasts & Articles - Genuine Insights from like-minded Users like You!

5 cognitive biases to conquer in remote work

The strong and weak forces of architecture

Why Managers Fear a Remote-Work Future

The Ultimate Productivity Hack is Saying No

This is Not Your Story

How to Get a Product Management Job at a Startup

Atomic Habits

Webinar: Growth Optimization: Metrics & Frameworks by MasterClass Sr PM, Michael Berliner

What types of questions can you expect in a UX Design Interview?

Integrating the 16 Habits of Mind

It's time to Read like a Pro.

It's time to
Read like a Pro.