Maggie Crowley

The really, really good PMs remember to follow up. Because especially when you're in management, couple layers up in management, I'm not going to remember to follow up on that feature, but if a PM comes back to me and says, 'Hey, remember we did that thing, here's what happened.' I can't tell you how rare that is.

I put reminders in my calendar. If you're launching a product, put a reminder in your calendar to check your dashboard or check the metrics two weeks after that, a month after that, six months after that.

What's the worst product you've ever shipped? I don't think you're a good PM if you haven't shipped something that's really shitty, you just haven't had enough reps.

You have to be willing to take responsibility and it's your job to pick the thing and it's your job to be accountable to your team for picking the thing so you better get it right.

The more you ship, the more you learn. And that's why it can take years to build up expertise because you just have to ship a lot of stuff.

The best PMs are really good at breaking things down and simplifying things. So, finding at any moment what is the really truly the only thing you need to do.

When you write something, read it out loud, literally just read the thing you wrote out loud and half the time you'll realize it's way too complicated, it doesn't make sense.

Pretty much every doc you write, you can delete the first two paragraphs that you've written. You don't need them.

Content sometimes can get in the way of the impact because you're trying to apply it and you think that the point is the framework and the point is the one pager or whatever it is that you're doing when it's not.

People who are really excited about being data-driven, to me that is oftentimes a red flag for their product thinking.

You should be able to walk all the way from your company's mission down to the individual priority on your team and see the logic chain and why you got there.

If you ever find yourself saying something like, that's not my job, that's probably a thing you should do. And you know what? It probably isn't your job and it probably is someone else's job and you can spend your life getting frustrated at that or you can just get over and get the work done.

You're responsible for outcomes and results. So, you're the person that has to do that, and if you're willing to do that work, that's what's going to make your product successful, which is what makes you successful.

When in doubt it's your job as a PM. Your job is to deliver a business result. And so you're uniquely positioned to have to fill in all the gaps because no one else is incentivized to do that.