Cliff

[10/9] Being great at communications is an ever-evolving skill… #productleaders #productskills #getbetter #newyearnewthoughts

[9/9] 📝 Revise, revise, revise — conciseness only comes from editing, as does completeness and tone. 🤔 Reflect on whether your communication achieved its goal(s) — follow up with people who received it, identify gaps or improvements, and integrate them into future efforts.

[8/9] 🙋🏻 Identify and study other great communicators — to know how "good" works…you have to observe it and analyze it. 🎯 Think first about the GOAL of your communications — what you are trying to achieve, who the audience is, and what you need them to do with it.

[7/9] They know HOW to tell the story they need — they TAILOR their message, their presentation, even their conclusions, to achieve the goals they have. Some suggestions for improving your communications skills:

[6/9] Your customers and users do; and even within leadership, different people want to know different things in different ways. One of the major differentiators between "good" product managers and "great" product managers is mastering the subtleties of communication.

[5/9] And communicating with customers is totally different from all of that (thank you, #productmarketing!). And this isn't even the sum of all possible audiences — each dev team might need comms differently; partners and ecosystem players don't want to hear things the same way.

[4/9] Of all three factors. Which would be fine, if it weren't the basic, fundamental core of everything that a product manager does... How you communicate with a team isn't how you communicate with stakeholders, which is different than how you communicate to leaders.

[3/9] Being too detailed bores your audience and they tune out. Speak too much truth to power and you create disdain. Speaking obsequiously and your words have no influence. It's very much a Goldilocks problem, made exponentially more difficult by the compounding effect.

[2/9] — in different amounts for different purposes and to different audiences. Say too little, and your message is lost. Say too much, and you confuse your audience. Leaving out details leaves you open for arguments.

[1/9] Good #communication is hard, but it's especially important for #productmanagers. What makes comms "good" has been something I've had on my mind lately. In most contexts, effective communication requires some combination of (1) clarity/conciseness, (2) completeness, and (3) politeness/politics.

What does being into comics have to do with my legal knowledge or skill? I'm still a licensed attorney in WA state.

Ah, got it -- I missed the part about "existing" litigation. The only way that would happen is by order of the court in a change of venue motion, supported by both the original jurisdiction and the foreign jurisdiction. Without compelling arguments, I don't see that happening.

You probably couldn't do it for existing litigation, but you could create a click-through agreement changing the venue of choice for future litigation (or, more likely, arbitration).

You're conflating Federal law (FRCP) with State law (choice of venue in contracts). And just because it's a contract of adhesion (arguable, since it's a click-through in most cases), doesn't mean it's not enforceable.

Basic contract law has always allowed for choice of jurisdiction clauses.

This is why companies commonly post a click-through when they change TOS terms -- the click is an affirmation of the new contract.

It's entirely possible that she acknowledges internal negative thoughts but chooses not to act on them or let them alter her path. It would take a very talented person to be able to do this and not suppress those thoughts and feelings, though.

This is what spineless leadership looks like.

Shhhhh...don't say the quiet part out loud!! :P

YouTube video by Productized Breaking product management rules - Jason Knight

Here’s the video of my talk at PRODUCTIZED in Lisbon - a great conference and a fun talk…"Product Management Isn’t Like The Books"

www.youtube.com/watch?v=39dR...

I haven't tracked things like ammunition, rations, or skill kits in any of my games in probably two decades. I'm just not into that level of micromanagement, and "scarcity" isn't a mechanic most of my players enjoy (though we have had some survival-based encounters on occasion to mix that up a bit).

Smart move -- if he's not picked up as a free agent by someone else, the M's probably saved some money by letting him go into the market. They can get a more attractive deal on him for 2026. He knows the pitchers and knows the system, he's a decent choice to back Cal.

If you let the series go to 7 games, you're playing with fire. Someone was going to get burned.

Actual coding only makes up 10-20% of a software engineer's time; optimizing for that is great, but it's not going to "change the game" as much as people want it to. Augmenting the remaining 80-90% of an SWE's job would have significantly more impact across the entire process.

It's so frustrating to hear people asking for "the silver bullet" to be more productive, more customer-focused, etc. and then not wanting to hear that it's two things: Direction and Culture. If you have those two things, you can move quickly and deliver value. If you don't, you can't.

Unless there's an interest on BOTH sides for it never to see the light of day...

I abandoned Hertz many years ago after some bullshit around tolls that they screwed me with. This just reinforces that decision.

It's that second part that's the hardest part. You also have to be careful not to work your way out of the job by making things look seamless when they're the opposite behind the curtain. Lessons learned from prior jobs...

We already know what the goal is, why do we keep waiting for further confirmation?