Ask Gib: "Other than 1:1s & quarterly strategy meetings, what tactics do you recommend to ensure Product/Design are aligned, on-track & thinking strategically?"
Ask Gib: "Other than 1:1s & quarterly strategy meetings, what tactics do you recommend to ensure Product/Design are aligned, on-track & thinking strategically?"
Short answer: Experiment to see what works for you, but here's my management system to ensure high-level alignment and crisp execution across the product/design organization.
I love reading about what management means to you - and how purposeful you are in orchestrating productive meetings. In terms of COVID-19, since we went remote almost a year ago, I started hosting an optional daily End of Day check in for the whole product team. It's an opportunity to check in on things we might have shared in passing or overheard in the office. But sometimes it's just a chance to blow off steam, socialize with colleagues, and compare notes on things like air fryers or the Golden Globes. It's really a chance to keep our culture and relationships alive. The meeting is optional and the attendees changes from day-to-day depending on schedules.
Great article. Can you give an example about how exactly this part takes place: "Prioritization of critical projects across the product, data, and design teams"? Thanks.
I love reading about what management means to you - and how purposeful you are in orchestrating productive meetings. In terms of COVID-19, since we went remote almost a year ago, I started hosting an optional daily End of Day check in for the whole product team. It's an opportunity to check in on things we might have shared in passing or overheard in the office. But sometimes it's just a chance to blow off steam, socialize with colleagues, and compare notes on things like air fryers or the Golden Globes. It's really a chance to keep our culture and relationships alive. The meeting is optional and the attendees changes from day-to-day depending on schedules.
Great article. Can you give an example about how exactly this part takes place: "Prioritization of critical projects across the product, data, and design teams"? Thanks.