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Product Management

Product Management

5 Steps for Product Managers to Ditch the Jargon and Communicate Better ft. @UseNotion


Image created by Yasmine Sedky (@yazsedky).

“After conducting a heuristic review of this user story, we found several UX issues with the UI.”

You know what that means. I know what that means, mostly. But if anyone outside of our industry were to hear this sentence, they’d be very confused. Product managers and product owners have their own patois, dialect, lingo, parlance. But when it comes to communicating technical issues to non-technical users and colleagues, you’ve got to switch to a Lingua Franca that everyone understands.

Communication is messy, complicated, and hard, but it’s never optional. And jargon has its place. When you’re with your team speaking the same language, finding short-hand terms for complex issues, jargon is not only inevitable, it’s a real time saver. But it’s also often a wall that stands between you and getting your point across with outsiders.

And a failure to communicate effectively can have dire consequences.

Read More on Notion

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Customer Success, Product Management

The Critical Steps to Aligning Product Managers and Customer Success ft. @UseNotion


Image created by Yasmine Sedky (@yazsedky).

Once it looks like product market “fit” has been reached, Product Managers may be quick to celebrate. Building and iterating a product until it hits this level of success takes considerable effort. Inevitably, Customer Success will provide feedback about gaps in functionality, issues with usability and obstacles in guaranteeing a stellar customer experience. While valuable information, this input can feel rather unwelcome.

Customer Success teams aren’t trying to rain on the parade, but it can sure seem that way. And this tense relationship between Product Managers and Customer Success can foster an environment of unproductive resentment that drags both teams down.

It’s a natural human reaction. The customer feedback reported by Customer Success can sound less like constructive criticism, and more like straight-up fault finding. Any suggestions offered may get automatically labeled impractical by frustrated Product Managers. Nobody wants someone standing behind them, continuously pointing out flaws in their work, especially when they’re already working hard to create a good product.

But Customer Success sees it differently – they just want to make sure the product delivers its promises to customers! And from their positions on the front lines of the customer experience, they feel like their feedback is invaluable (and they’re right). Imagine their frustration at getting labeled as “complainers” for sharing real customer feedback.


Both teams are doing their best to create products people will love – and both are having trouble effectively communicating with each other.

Read More on Notion

Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Product Management

Better Product Strategy Meetings in 5 Steps ft. @ProductPlan


Image created by Yasmine Sedky (@yazsedky).

Ah, a free exchange of ideas. Sounds nice, doesn’t it? Until you’ve got five stakeholders sitting in an enclosed space spitting out “Must Haves” like watermelon seeds in a county fair contest. Ideas are great, but a strategy everyone can agree on is better. How can you get from one extreme to the other?

Well, it’s a lot like this, but with fewer horses.

Successful product strategy meetings don’t happen by accident — they require planning and expert execution. So here’s a 5-step formula to help make your meetings run more smoothly and effectively, and round up those maverick cats.

Read More on ProductPlan

Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Product Management

Make better products with your team’s input: using NPS-style internal polls ft. @UseNotion


Image created by Yasmine Sedky (@yazsedky).

You already know the value of net promoter scores (NPS) and feedback forms from customers. Their opinions drive the direction of your company, determine your product, and validate your product experiments (sometimes signaling the need for a change in direction).

And you undoubtedly also understand the vital importance of building a culture of innovation so that new ideas and solutions can come from anyone on the team. You’ve created this environment to capture the benefits reaped from so carefully selecting the brilliant people who make up your workforce.

Then, why don’t you tap into the resource of validating product experiments and company direction with internal NPS and team polls?

Your team knows more about the product than anyone else. They know more about the challenges, concerns, potential issues, and greatest achievements of the product and process – because they’re on the front lines. Not tapping into their insights leaves you vulnerable to mistakes and missed opportunities.

Which is crazy – since tapping into those insights is so easy.

Let’s look at some ways you can leverage those collective insights with team polls to make your company stronger, and help ensure it’s headed in the best of all possible directions. Regularly tracking your team’s sentiments over time can also give context to your business metrics and help you understand the success or obstacles of your company.

Read More on Notion

Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Product Management

Product Managers: Don’t just Build Products – Build Bridges ft. @MindTheProduct


Image created by Yasmine Sedky (@yazsedky).

As product manager, your vision drives the heart of your company. You might be responsible for the product development roadmap, strategy and features, or even marketing, and competitive market analysis. Because you wear so many hats, you’re the best person in your B2B company to form bridges between departments usually kept separate, including: product development, sales, marketing, customer success and customer service.

Why would you want to take on more when you are already responsible for so much?

It might seem like a fool’s errand – it isn’t. When you bring these departments together by finding where your goals intersect, you’ll be able to make each department’s job a little easier and a lot more effective in driving retention and revenue. And, you’ll become one of the most valuable, and valued, people in your company. Here’s how.

Read More on Mind The Product

Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Content Marketing, Customer Development, Customer Success, Product Management, SaaS

Free E-Book by @NikkiElizDeMere: How to Align SaaS Content Marketing and Product Management


Image created by Yasmine Sedky (@yazsedky).

You’ve seen the studies – companies that retain customers grow bigger and faster than companies focused solely on customer acquisition. You can fill your funnel to the brim, but if your onboarding process acts like a leaky sieve, you’ll never have enough revenue to build and grow sustainably.

The good news? You have everything you need, right now, to create a sustainable system for acquiring and retaining your ideal customers.

It’s not a magic formula. It’s just two people: Your content marketer and your product manager. Working together.

We hear you. We understand every objection rattling off in your head about the crazy – COMPLETELY CRACKERS! – notion that content marketers could actually help your product development department:

  • Do better work, more efficiently
  • Be less distracted by support tickets
  • Align behind a single, shining vision of your ideal customer
  • Produce products, features, and updates that result in retention and growth
  • And have more fun

These are wild claims to be sure, so allow us to present you with a 3-part paper that will show you how your content creators and product developers can join forces to build the kind of business you’ve envisioned all along: A business with the right products, successful customers, and zero limits.

Read More on Inturact

Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Customer Success, Product Management, UX

SaaS Customers Aren’t Lazy – They’re Busy ft. @LincolnMurphy


Image created by Yasmine Sedky (@yazsedky).

An astute customer success agent recently asked me why I wanted them to make good on their 30-day money back guarantee. The answer I gave included the words: “I’ve come to peace with the fact that I’m lazy.” As in, I can’t be bothered to run through ten tutorials to get your product up and working. I was making a joke out of it, but the fact is, I told a boldfaced lie. I’m not lazy. I’m busy. And devoting 10 to 20 hours to learn how to do this thing that another software can deliver on a silver platter doesn’t make sense in the context of my life.

Your prospects and customers aren’t lazy.

They’re busy.

When you let that paradigm shift shine down through the ranks of everyone in your company, you will see lasting, positive results in terms of retention and lifetime value.

So let’s dig into this idea a little deeper, because paradigm shifts don’t happen in a paragraph.

“Often when we say customers are lazy, we’re really saying ‘our product is hard to use but that’s the customer’s fault,’ or something similar.”

—   Lincoln Murphy

If the feedback you get from your customer success agents, sales reps, and customer service department includes the word “lazy” – treat it as a red flag. Find out exactly where customers “get lazy,” because that’s likely where your user experience (UX) is failing. How kind of those busy customers to let you know!

Sounds fairly straightforward, right? But this runs counter to most of the advice for SaaS startups on the web. Typically, that advice sounds more like this:

“Most customers sign up, and then get too lazy to use your product or service. Offer them a 30-day money back guarantee if they give you another shot. Show them how to use your product the proper way.”

 —   Rishi Shah, Digioh

Whoa there! You just let your product development team off the hook when, very possibly, they should be looking at your onboarding process and UX more closely for ways to make the product more intuitive. Or, perhaps, you could offer a live chat feature that pops up for new customers, right at the point where you’ve noticed they tend to get confused (because you track these things, right?).

Where and when do new customers typically fall off? For most SaaS companies, churn happens after just one or two uses, which means the customer isn’t finding what they need, or they’re not finding what they need fast enough.

I don’t know about you, but my life is too short, and I am doing too much, to take hours out of my week to learn to use a new product.

Some might say this is because I’m a Millennial. As a member of the largest generation, the generation that is swiftly taking over the workforce and is increasingly responsible for the tides of the global economy (for better or worse), I have a “digital native’s” expectations for technology products. When I get frustrated with a product, I have the same reaction as this Millennial quoted in a recent Nielson Norman Group article:

“When one Millennial user was intimidated by the tech specs on a computer website, he said, ‘I want to go to the store or chat online. I want someone to explain this to me better.’”

The article continues with another salient point:

“We frequently see Millennial users getting stumped in usability testing when they encounter difficult user interfaces. Their interactions tend to be fast-paced. Because they spend less time on any given page, Millennials are more likely to make errors, and they read even less than the average user (which is already very little).”

Okay, okay, so we don’t read the instruction manual most of the time (do you? Does anyone?). Google and Apple’s slick interfaces spoiled us early-on, and studies have shown that Millennials expect that same level of simplicity from all interfaces – even the interfaces of programs that offer complex, high-powered features.

“When interfaces fail to live up to those unrealistic standards of simplicity, Millennials rarely blame themselves – unlike older users. Millennials are quick to criticize the interface, its organization, or its designers.”

When your product has so much to offer, it can be a tough pill to swallow when a customer won’t spend the time to learn how to use it. And maybe your target customer is a software engineer who will read the manual and revel in your tutorials. But, for most SaaS businesses, your users are busy – which makes your challenge this: What steps can you take to make using your product faster and easier so they can achieve the end results they want? Start with quick wins.

Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Customer Development, Product Management

5 Worksheets You Need to Build Out Your Customer Development Strategy ft. @sgblank


If you’ve read about the Product Death Cycle – a dire consequence of letting user feedback run you ragged – you may feel that asking prospective customers to guide your product development and marketing efforts is like waltzing on a pirate ship’s plank: One wrong step and you’re sunk. Yet, even though there are a myriad of missteps possible, customer development can save you from even more by giving you the precise information you need to find product/market fit.

In The Startup Owner’s Manual: The Step by Step Guide for Building a Great Company by Steve Blank and Bob Dorf, their introduction to customer discovery begins with a list of things NOT to do – which also neatly describes five common pitfalls to which founders attempting customer development often fall victim:

“It’s instructive to enumerate all things you are not going to do:

  • Understand the needs and wants of all customers
  • Make a list of all the features customers want before they buy your product
  • Hand Product Development a features list of the sum of all customer requests
  • Hand Product Development a detailed marketing-requirements document
  • Run focus groups and test customers’ reactions to your product to see if they will buy”

The “Product Death Cycle” begins with just such a recipe. This is when well-intentioned entrepreneurs gather as much qualitative data as they can from all potential customers and act on all the feedback.

All is where the danger happens. And it’s all too easy to fall into it – which is why these 5 worksheets from The Startup Owner’s Manual* come in so very handy.

*Note: We have no affiliation with this book – we just think it’s incredibly informative and hope you do too!

Read More on Inturact

Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Customer Development, Customer Success, Product Management

Why the Customer Success Manager is the Product Manager’s New BFF by @NikkiElizDeMere


Image created by Yasmine Sedky (@yazsedky).

In 1853, U.S. Commodore Matthew Perry (no, not the Friends actor) sailed to the shores of Japan to strongly suggest (with several gun-laden vessels) that the ruling shogunate open Japan’s ports to outside trade. For 200 years, Japan had embraced a policy of near total isolation from the West, but with the Industrial Revolution fresh out of the oven, even isolationist Japan couldn’t ignore the benefits of trade. What does this history lesson have to do with Product Managers and Customer Success?

In most companies, each department is like its own, relatively isolated shogunate. Each manager has his or her patch of office space to rule, and each kingdom is somewhat suspicious of its neighbors. Take Sales and Marketing for example – a Corporate Executive Board Survey cited in Hubspot’s “The Power of Smarketing” revealed that 87% of the terms Sales and Marketing use to describe each other are negative. I would venture to say that the feelings of Product Managers towards Customer Success Managers are neither warmer, or fuzzier.

After all, as Product Manager, you’ve developed a product that works – why should it be your problem if buyers can’t figure out how to use it?

Nobody is going to hold a 19th century Paixhan shell gun to your head (they’re far too heavy), but opening your borders to Customer Success is the only way you’ll survive and thrive. Here’s why you, as Product Manager, should embrace Success. All across the SaaS B2B industry, this new and vital discipline is being developed. CSMs are charged with optimizing customer relationships, increasing product adoption and reducing churn.

Read More on Wootric

Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Product Management

How to Save Your Product from Death by Good Intentions ft. @AndrewChen


Gathering the wrong data can spell DEATH for your product. Sounds dire, doesn’t it? Just the kind of overblown shock tactic I usually do not recommend. Andrew Chen (Uber) shed some light on the Product Death Cycle, and it is very real. If your product is inexplicably dying out from under you, there’s good news: You just might be able to bring it back to life.

The cycle begins with well-intentioned entrepreneurs gathering the kind of qualitative data that is downright toxic to businesses. We’ll give you some tips on how to avoid falling into the Product Death Cycle trap, and how to claw your way back out if you already have.

Read More on Inturact

Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.