Pankaj Prasoon’s Post

Much of traditional leadership advice focuses on strategy but misses out on empathy. Here's why mastering both empathy and decisive action is the true hallmark of effective leadership. In the last two decades of my career, I've gone from an individual contributor to managing multiple teams. I'm a product leader. I interact with multiple people from diverse backgrounds, giving them clear direction while striving to understand and meet their emotional needs. I've realized that while leaders should aim for goals and push their teams,  they shouldn't overlook their team's emotional needs. It is precisely where empathy comes in. And if you've read Daniel Goleman's work, he talks about an interesting concept called the empathy triad. The triad talks about three kinds of empathy that leaders should have to connect with and effectively lead their teams: 1. Cognitive Empathy: It means understanding how other people think and see things. It helps leaders know why their team members act a certain way or have certain opinions. 2. Emotional Empathy: It is about feeling what others feel. When leaders genuinely feel what their team members are going through, they can create a more supportive and united team. 3. Empathic Concern: It involves knowing what others need from you. It's about sensing when your team needs help and then acting on it. When you're in touch with these 3 things, you will automatically: - understand your team better - connect with your team better - and support them in a better way. In a nutshell, you'll be more effective. Balancing empathy with the decisiveness needed to make tough calls leads to more comprehensive leadership effectiveness. What are your thoughts on achieving this balance? P.S: Image Credits: Daniel Goleman

In 2006, I started my career as a Software Engineer at Infosys. Today, in 2024, I am a Product Leader at Microsoft. If I had to start learning about product management from scratch, I’d make use of these resources: - https://lnkd.in/gkZaqpdP - https://lnkd.in/gfcka2UN - https://lnkd.in/gpsuuJgZ - https://lnkd.in/g8Y-9ZHp - https://lnkd.in/g3RdXva3 - https://lnkd.in/dPMAUU63 - https://lnkd.in/d56xZ_9y - https://lnkd.in/dRy2i8jv - https://lnkd.in/gNYSGyqJ - https://lnkd.in/gDPFvrWz - https://lnkd.in/d_DARMQe (A-Z Product Management Playlist) - https://lnkd.in/dPE8847B (Mock Product Case Studies) - https://lnkd.in/gQWc5z4Q - https://lnkd.in/gyd5WhpN - https://lnkd.in/dfiZmUq7 - https://lnkd.in/d9mXdjSe - https://lnkd.in/dYQtjDhT - https://lnkd.in/dhh54cpM - https://lnkd.in/gPb6ybpV - https://lnkd.in/dqY8N4Yz - https://lnkd.in/d5kT2Biy - https://lnkd.in/diK4V-RG - https://lnkd.in/ddWk-nb9 - https://lnkd.in/dmfjUNsq - https://lnkd.in/dB_JVqrc - https://lnkd.in/dxteP6i5 - https://lnkd.in/ga9MrPGf - https://lnkd.in/dR8NXTjn - https://lnkd.in/drh-PX9Q - https://lnkd.in/grw4F44R - https://lnkd.in/di9qvgFj - https://lnkd.in/dd5EdRni - https://lnkd.in/dkV3pHjr - https://lnkd.in/dipjAAHR - https://lnkd.in/d6gX_wyE - https://lnkd.in/dTeF5htH - https://lnkd.in/dNb669Y7 - https://lnkd.in/dHXxTinR - https://lnkd.in/dzFRfwre - https://lnkd.in/drrUXWw8 - https://lnkd.in/gae-HbvR - https://lnkd.in/gUyrMBWS - https://lnkd.in/g9q9X2pR – P.S: If you’re a product manager reading these, what insights would you add here?

During a guest lecture at the university, one of the students asked me, “Pankaj - Isn't product management about piling on features and clearing the backlog?” I was taken by the remarks but soon gathered myself. I thought and said there are many definitions of product management, but when it comes to features and backlog: It's about driving real value for the user through those actions. Here are six ways to do precisely that. 1. Driving Revenue - develop features aimed at increasing profits. - measure the direct financial impact of new features. - align product capabilities with core business objectives. - regularly evaluate the ROI of newly implemented features. 2. Ensuring Quality - maintain a focus on long-term product stability. - continuously address and resolve product bugs. - anticipate and mitigate potential future system failures. - upgrade technology to improve performance and scalability. 3. Impact Measurement - develop methods to quantify qualitative data. - establish clear metrics to gauge feature success. - regularly review measurement strategies for efficacy. - utilize dashboards for real-time performance tracking. 4. Building Stakeholder Trust - document decision paths for accountability. - engage stakeholders in strategic discussions. - provide clear, consistent updates to all stakeholders. - maintain transparency in decision-making processes. 5. Optimizing Development - invest in tools that enhance development speed. - implement changes that provide long-term benefits. - encourage the team to propose solutions for inefficiencies. - identify and eliminate bottlenecks in the development process. 6. Team Engagement and Morale - recognize and act on team concerns to prevent burnout. - promote a culture of continuous learning and improvement. - encourage team members to contribute ideas and feedback. - make a workplace environment that values creativity and collaboration. P.S: What would you add?

In 10th grade, I was appointed school captain & had to speak on the podium. Seeing 1000 students in the crowd made me nervous & I didn’t perform well…. Recently, I was invited to a forum to speak about Product Management trends. And I wasn't sure how to approach it ….. At that moment, my mind went back to a conversation, I had a with my dad after my big speech in 10th that has It stayed with me for 25 years and made me a better person & speaker. Now, the topic at the forum was about AI & how it would shape how we build products… While I was pretty invested in the topic, I wanted to connect with a message that would resonate with everyone, which made me concerned for a while. But I followed the advice I got back then & delivered a good message. I’m sharing this with you now. Pass it on :) 1. Define Your Objective and Audience: → Understand your audience and their needs, and tailor your presentation to resonate with them. → determine what your audience wants to feel, think, or do after your presentation. 2. Craft a Compelling Narrative: → Start with a solid hook to grab attention. It will give you a good start → Structure your presentation to introduce the problem, provide a solution, and conclude with the benefits. 3. Engage and Connect: → Use personal stories or anecdotes to build a connection. → Use visuals to show your points in action. 4. Prepare Thoroughly: → Practice your delivery multiple times to minimize issues. → Think of potential questions and address them within your delivery. 5. Close Effectively: → End with a clear call to action, guiding your audience on what they should do next. → Keep track of time to respect your audience’s schedule → Refine your content based on feedback from each presentation. – P.S What would you add as a public speaker here?

Recently, I was at the Student Startup Showcase by Cornell University in San Francisco. From E-Labs to Runway startup programs, there were incredible student entrepreneurs all around. This took me back to my journey. 18 years ago, if you’d asked me about: - Gross Margins - Minimum Viable Product (MVP) - Total Addressable Market (TAM) - Serviceable Obtainable Market (SOM) I couldn’t have answered you. Today, I’ve come a long way but still learning especially from all the young blood. Even with all the fantastic pitches and great ideas, no one was able to secure funding which was quite unusual. That’s when I turned to Carl Bass as he shared some insightful nuggets from his journey: 1/ All Money is Green: Don’t discriminate against money sources.  Focus on the right investors who align with your vision, regardless of where the money comes from. 2/ Raising Money is Just a Start: It’s easy to celebrate after securing funds, but the real challenge is in providing returns. Celebrate when you’ve made your investors money, not just when you raise it. 3/ Don’t Build an MVP, Build an MDP (Minimal Delightful Product): The goal shouldn't be just to test if the product can survive in the market. Instead, create something so delightful that your customers would never want to return it. 4/ It's All About People: Never forget that your team and your customers are the core of your business. Build relationships and a community around your product. 5/ Follow Your Passion and Make a Difference: Build products that not only excite you but also make a positive impact on the world. Passion is how you move mountains for your goal. Whether you’re a product manager or entrepreneur: I think these lessons would serve you well, anywhere you go. Let’s keep learning & exploring. 

12 Newsletters & Blogs every product manager should follow to stay updated & upskill Reading 2-3 of these weekly will make for an insightful read. Do not miss out on these…. 1. Lenny’s Newsletter by Lenny Rachitsky: https://lnkd.in/gTwvRKic 2. The Product Guy Blog by Jeremy Horn: https://tpgblog.com/ 3. Bringing the Donuts by Ken Norton: https://lnkd.in/giiwYY5r 4. The Department of Product by Richard Holmes and Jason Leonard: https://lnkd.in/gNrraxeN 5. Sachin Rekhi’s Newsletter: https://lnkd.in/gXvPgM_c 6. Roman Pichler by Roman: https://lnkd.in/gNzDvRNS 7. Product Talk by Teresa Torres: https://lnkd.in/g_rVMuxc 8. Elezea by Rian van der Merwe: https://elezea.com/blog/ 9. The Product Collective by various authors:https://lnkd.in/gXHxfGub 10. Product Coalition collated by Jay Stansell: https://lnkd.in/g7MYHTyH 11. SVPG Insights Blog by Marty Cagan: https://lnkd.in/gkdA95pF 12. The Product Manager by various authors: https://lnkd.in/g7ntn8RY – P.S: Know more great blogs or newsletters for product managers? Let me know!

On September 2, 2008, I had to travel 7000+ Km in one day during the recession. Everyone was terrified…… The whole world economy crashed. Just in the morning, I had a good breakfast in Belgium but By dinner time, I was in India, and everything had changed…… In July 2008, I was in Leuven, Belgium, a beautiful town with amazing waffles. It was my first opportunity in Europe & I loved every minute of the trip. I was there for 3 months to revamp the master data for InBev. InBev was also in talks to acquire Anheuser-Busch to become the largest global brewery at that time. It was the first time I saw mergers & acquisitions. but little did I know that the whole economy was about to crash. In September, we presented our plan, and the CIO and the whole IT team loved it but things took a turn…. The CIO announced that Lehman Brothers in the USA had crashed after a call he took, and they had bonds that were needed for the acquisition. The crisis had started & all our IT projects were benched just like that. Shocked, I went to my program manager for guidance & by 2:35 the same day, I was on a flight to Bangalore. I was still quite green, 2 years into my career and taken aback by the whole thing. My mom was surprised when I came back so fast…but after a late-night dinner, I found my feet. Instead of panicking, I spent the next 2 months working on relevant skills. and later, I ended up in the Netherlands for another work opportunity which changed me professionally The day reminds me that every crisis presents an opportunity—we must seize it. My best advice for this recession now? Upskill, network and keep growing… 

10 years ago, Kunal Kishan turned down an opportunity I offered him to work on a program that would change the trajectory of his professional life…. I was taken aback & couldn't understand him back then, but today, I'm proud of his decision. In September 2014, I spoke to (Kunal) when he reached out to me for an opportunity. He wanted to move to San Francisco to be with his family. My instincts said he would do well, as I saw a highly diligent, hardworking & sincere person. And I was right, but things took a turn 2 months later in November. We had won a cool and complex transformation program that required someone with good technical insight. During lunch that day, I politely asked Kunal to join the program because he would learn a lot. I was excited to take things forward and help Kunal grow, but he later told me he couldn't join due to personal obligations. I was a bachelor then, and I didn't understand why he opted out because I always believed: If you're offered a seat on a rocket ship, don't ask what seat. The team member who went on to grab the opportunity instead of him had a great career. But when I look at Kunal and the other person, I realize they're completely different. And they're equally great people…. Kunal made a choice keeping his family in mind then & now I respect his decision. Because it's OK to stop and calibrate things in your career. A career is a marathon, not a sprint. It's OK to prioritize family over work. We have to prioritize work at times before family and family before work. It's a Harmony we want and aspire for. His decision inspired me to take a similar approach in 2021 and rest, as they say, history. I still joke when I meet Kunal about him turning it down but deep down, I resonate with his decision and value his stance. We went to work on a different program later on, and he did not prove my instinct one bit wrong.  Now I believe: if you're offered a seat on a rocket ship, it is OK to reject it as long as you're conscious and very clear about why you're rejecting it.  –  P.S: Have you ever turned down a big opportunity due to family?

After a tragic loss, where most would quit, he shocked everyone with his drive & work ethic…. This is the story of my dear friend, Faraz Ahmed, who taught me a life lesson that I still hold dear today. In 2016, we were working with SAP on their new product business technology platform. It was a pretty innovative project, and we were excited. As usual, Faraz was super energetic, highly technical, and with his brilliant mind, and infectious energy led the entire project as the solution architect. Midway through the project, solving challenges and working day and night. A tragedy occurred & Faraz lost someone very close to him. I still remember when I heard the news. I was broken. Our product wasn’t fully developed yet, but Faraz had to go for 2 weeks. When he returned, no one expected anything of him because of his loss. But he shocked us all with passion, will, and resilience. Eventually, we delivered the project and fixed SAP product working with the Germany team & our clients loved it. We even ended up presenting the whole solution at a global forum. As I look back on that project, I realize: Our success wasn't just due to our ability to work with an immature product or in an unclear environment. It was about Faraz’s attitude during a personal crisis—his resilience to return and deliver the program. The incredible character he showed taught me a great lesson, and today, I feel privileged to have been his mentor and coach. He's a dear friend, and I can discuss anything from technology to business to personal matters. Back then, He reminded me that when there's a will, there's a way, and no matter how hard life hits, you have to get up and chase your dreams. No matter what we say about boundaries, our personal and professional lives are interconnected. And in those devastating moments, Faraz showed his true strength. It isn't just about getting through the hard times. It's about returning and giving it your all, no matter what life throws at you.

Give me 2 minutes, and you’ll never have to search “What is product-market fit?” In a sentence, it means that you’ve built a product that the market wants & so it ‘fits’ For example, if 10 people buy your product when you launch, then you have a PMF with those 10 people. But there’s more to it. To truly establish PMF, you need: 1. A good number of people that want to buy your product 2. A good profit margin as you sell so that you can continue 3. Low costs on acquiring new users for your product to sustain it. Let’s take an example to understand this: Say, you launch a product tomorrow, now if you meet these 10 milestones that I've listed, continuously, then you can be confident that you have a PMF. 1. Initial Validation ↬ Someone wants your product. 2. Market Interest ↬ A bunch of people want your product. 3.User Retention ↬ Those people keep using your product. 4.Efficient Acquisition ↬ You find ways to get new users without much trouble. 5.Revenue Initiation ↬ You make money when people use your product. 6.Break-even Point ↬ Your earnings cover all your expenses. 7.Profit Generation ↬ You start to earn more money than your costs. 8.Profit Scalability ↬ You keep making more money as you get more users. 9.Strategic Expansion ↬ You find even smarter ways to earn money and get users. 10. Sustainable Growth ↬ You keep making money and getting users without extra hassle. – P.S: Let me know if you have any more questions, will answer them in the comments.