Teresa Torres

Reflecting on some recent advising sessions, something I don't see talked about as much is how critical it is to have an incredibly strong, unified* Design leadership team in order to build an even stronger design team and product. Why this is so critical 👇 What I’ve seen happen when you DON’T have that unified Design leadership team: 1. Massive gaps in the user experience – Let’s start with the obvious one. When Design leaders are staying neatly in their corners and not communicating, the experience degrades pretty quickly. Especially where the "seams" of their teams/org are. We've all seen (and let's be real…probably have been guilty of at times) the navigation structure that clearly shows the org chart vs. what users actually need. This can happen way too quickly without that unified team. 2. A lack of Design’s ability to influence product direction — The best Design leadership teams work together, pushing each other, to have a unified perspective of what the big things are to tackle in the user experience that leverages the unique expertise of the Design functions, all the way from it being grounded in research, to it having a compelling narrative. When they have that unified perspective and are all consistently sharing that perspective, it is so much easier for cross-functional partners to understand and buy-in on it. 3. Design works against Design — When Design leaders don't have a shared perspective on what is important (both in the user experience and the culture), don't have the right level of visibility into each other's work, or even worse, when they don't have mutual respect for each other, it leads to the leaders (mostly) inadvertently working against the progress of the other leaders/teams vs. together toward a unified vision. 4. A limit to the flexibility and scalability of the Design team – To build great experiences at scale, having the flexibility of shifting people to focus on different parts of the product is critical. When the culture and processes are dramatically, instead of it being exciting for that person to focus on a new space, it is incredibly disorienting, slows everything down, and can quickly lead to burnout. *A note on when I say "unified". I don't mean at all that they agree on everything. In fact, the opposite. They push each other the most, early and often. However, they have shared respect, cultivated by their leader, and shared responsibility around aligning within a timely manner. THEN they support each other in any way they can with hurdles they may each face (e.g. cross-functional buy-in or team-wide communication). ——— Is this interesting? Let me know if you want me to share more on how exactly you can cultivate this strong design leadership team –OR– if you want more personalized advice around this, set up some time with me here: https://lnkd.in/g-vyymtW

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Closing slide from my presentation yesterday on design quality. This is the standard I hold for our industry: Every company large enough to have a CPO or CTO should also have a CDO. The Chief Design Officer (CDO) is most responsible for elevating the quality of the customer experience, with special attention to craft. No other individual should care more about craft and quality, with the exception of the CEO in some cases. If you're actively interviewing for your next role, when you're asked “what questions do you have for me" ask who Design reports into. Follow up by asking how this impacts design quality and craft, and how your role can also impact these. #design #quality #craft

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Over the years I've tried many approaches to design critiques with the teams I've managed. Without fail these 4 simple principles impact the effectiveness of design critiques greater than anything else when established as ground rules. For presenters: ✦ Describe the problem you're solving ✦ State the target audience* ✦ Specify the feedback you're seeking All of the above can be done in less than a minute, either verbally or in written format. For participants: ✦ Ask questions before comments "I think you should go with blue instead of red" is less effective than first asking "Why did you choose red for this?" The additional context that comes from asking questions will lead to more effective feedback. Design critiques are the easiest and most important thing design teams can do to improve design quality. Alone they are not a silver bullet. But they are the foundation for all other improvements to design quality. If you're not holding regular design critiques (usually weekly), this is step 1 for improving design quality. If you're already holding regular design critiques but not doing the 4 principles above well, this is step 1 for improving your design critiques. Better critiques. Better quality. * "Everyone" is rarely acceptable as the target audience. Even if the feature being presented is intended for everyone, 99% of the time there's a specific segment or archetype you're aiming for. #design #critiques #quality

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🔥Hot Take for PMs: Please don't hand me a solution to a problem. Instead, focus on detailing the problem and help me understand the why. We will ideate and find a solution together. Next week, in our first episode of ⚫️Bounce, Claire and I continue to unpack the PD + PM working relationship. Buckle up. Subscribe today - links in comments 👇

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UX design is often underestimated, but it plays an important role in whether customers stick around or not. If your product is hard to use, even the most innovative features won’t keep users engaged. The challenge is getting leadership to see how UX directly affects business outcomes like retention and growth. Here’s what to keep in mind:  1️⃣ Retention insights: Are customers dropping off because the experience is clunky? Quantify those losses to strengthen your case.  2️⃣ Competitive edge: Are rivals gaining ground with better UX? Show how improving usability can help win back customers.  3️⃣ Team capacity: If your team is doing great work but overloaded, demonstrate how adding more designers will help you move faster and deliver more impactful products. Leaders are more likely to support UX improvements when they can see how it directly affects the business. Let the data speak for the value of design. How has investing in UX design impacted your product's success? Share your experience in the comments! #dearmelissa #productmanagement #ux #uxdesign #userexperience #productstrategy #growth #productthinking

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The Jobs to Be Done framework is crucial for product designers, especially as the line between product managers and designers continues to blur. This article can revolutionize how we approach problem discovery and opportunity identification, offering deeper insights during the design phase. It's a must-read for anyone looking to elevate their design process and deliver exceptional results.

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🚨 Sneak Peak for next week's episode of Bounce Podcast ⚫️ with Laura Baker Having empathy for users is a guiding principle for product teams. But where is our empathy for each other? Laura says it best, “Leave your ego at the door.” Product designers + managers + marketers + engineers should rally behind the problem we are solving for customers and embrace empathy for each other. Join us next week for our conversation with Laura Baker, the Global Design Leader at Fearless. Tune in on Thursday, September 12th, for a fresh perspective on nurturing culture within product teams! #Product #Leadership #ProductDesign

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Ethics and product management - perhaps one of the tougher questions we face today. Christian Idiodi and I discuss the issues in the latest podcast…

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This is a great post for designers moving into management/leadership roles. The nature of your job changes dramatically and it's important to figure out the most effective ways to help your team and the company. As noted in the article, it's very easy to have your time consumed by managerial tasks (operational work). Being deliberate about how you want to spend your time, focusing on the change you want to bring about and working consistently towards that end are critical skills to learn. #UX #Design #DesignLeadership https://lnkd.in/e_g4TRJx

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Strategic Storytelling for product leaders was a fab session yesterday with TopProds community led by Ross Webb, MBA I love the takeaways below. I’m always intrigued and impressed with what people learn from my talks… helps me refine the message also. An amazing feedback loop. Thanks again for inviting me 💪🏻 —— My focus is on bridging worlds within organisations and sectors with a focus on creating amazing customer & product experiences. I’m passionate about bringing an element of creativity back into to the product conversation. 📞 DM me if you want to know more. Available for consulting gigs (short term / long term / fractional engagements) #productstrategy #productmanagement #digitalproduct #storytelling #leadership

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I have worked with Karyn in the past and have seen the impact she can make through her thoughtful facilitation. Are you interested in how you could leverage systems thinking to scale innovation in complex product development organizations? Worth the read!

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Another example of how Knapsack helps teams go from design to code quickly and efficiently to deliver real value to the product teams that use your design system. So many folks are focused on documentation being the way to connect design and code (and docs do matter), but having a structured, codified, version controlled way to specifically define how you connect Figma to a coded component is really what helps us deliver value to product teams that use the design system.

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When does a product manager truly earn that coveted "Senior" title? Everyone wants that promotion, but do they deserve it? And how can you tell? A senior title isn't just about years of experience or following a rigid timeline. It's about consistently delivering at an exceptional level with very little hand-holding required. A true senior product manager can oversee large, complex product areas while tying their work back to the overarching vision and goals. They engage stakeholders masterfully, tell compelling stories, and clearly communicate how their efforts ladder up to leadership's objectives. You don't have to worry about giving them excessive direction - just point them in the right direction, and they run with it autonomously. Now in startup environments, high performers can usually reach senior roles faster than at established companies. Why? Because in startups, you ship products and features at lightning speed, allowing individuals to take on bigger responsibilities and prove themselves sooner. So it’s not just about years of experience, but what they actually delivered. Of course, if someone on your team has their eyes on that senior role, it's crucial to have an open dialogue. Understand their motivations and perspectives, which may differ based on previous work environments. For some industries like banking or consulting, people expect a promotion every two years - that’ show those companies operate. In the software world, the it’s different. Evaluate objectively: Are they truly operating at that senior level already? If so, strongly consider promoting them - a worthy investment in top talent. If not, provide clear guidance on the skills and autonomy they need to develop. You can also explore alternatives like a pay raise to recognize their contributions as they continue growing into a full senior role. Ultimately, titles are just labels. The real reward is empowering your team to expand their impact through increasing challenges that unlock their full potential. When you cultivate an environment of continuous growth, the titles - and success - will follow. What does earning a senior product role mean to you? Let me know in the comments below! 👇 Listen now: https://lnkd.in/ejtWrJKp Do you have a burning product-related question for me? Feel free to submit one here DearMelissa.com and you might find your question featured and answered in an upcoming episode. #ProductManagement #CareerGrowth #SeniorPM #StartupLife #Leadership

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Strategic Approaches to UX Research: June 3 – 7, 2024 Strategic UX Research is changing organizations. It can change yours too. I'm excited to lead this intensive, read all about what it: https://lnkd.in/ezmq_CXA

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🚀 Launchpad to a Solid Product Operating Model I've been getting a lot of questions through networking and conferences about the keys to success in product operations. One thing I always emphasize: never skip steps when it comes to your product operating model. If you know me, you know I always start with a fundamental question: What does your business strategy look like? What direction do you want to go in? Without a clear strategy, how can you ensure your products reach the right destination? I've experienced firsthand the pitfalls of misalignment between product and business groups. It's easy to get caught up in the allure of building the best possible experience or solution for your customers and users. In the product world, it's tempting to dive into the latest industry drivers, like Artificial Intelligence, and find ways to incorporate them into your roadmap. However, incorporating trends should never be done in isolation. Aligning these innovations with your strategic business strategy is crucial. This alignment not only helps drive better bottom-line results but also ensures you deliver superior experiences for your customers. 💡 Key Takeaways: - Start with a Clear Business Strategy: Define your direction before diving into product development. - Ensure Alignment: Make sure your product and business groups are on the same page. - Incorporate Trends Strategically: Use industry trends like AI to enhance your roadmap in ways that align with your strategy. - Focus on the Destination: Always keep your end goals in mind to guide your product development. By following these principles, you can create a product operating model that not only meets but exceeds your business objectives. #ProductOperations #BusinessStrategy #Alignment #Innovation #ArtificialIntelligence #ProductManagement #SuccessTips #ProductOperatingModel

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Y'all, I've been thinking about this a lot lately: exceptional product leaders aren't defined by how many features they ship – but by how many they deliberately choose not to build. Here's what saying strategic "nos" has taught me: 1. Every "yes" comes with an opportunity cost. When you say yes to one feature, you're implicitly saying no to dozens of others. Make it count. 2. The hardest nos are to good ideas. Bad ideas are easy to reject. The real challenge? Saying no to solid proposals that simply don't serve your core strategy. 3. The way you say no matters more than the no itself: - "No, because..." builds trust - "No, but here's what we can do..." shows partnership - "No for now, and here's when we'll revisit..." keeps doors open Product management isn't about making everyone happy – it's about making the right people successful. How do you handle saying no to stakeholders while maintaining strong relationships? #ProductManagement #Leadership #Strategy #ProductDecisions #StakeholderManagement

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The reactions vary wildly when stakeholders hear the acronym, "PRD." Some folks dread them in companies with rigid ways of working. Those are our traumatized Product Managers in the crowd. The phrase, "That's not in the PRD!" rings loud on loop for them. (Pour one out for the jaded PMs out there). Other folks hate them because they represent planning work. Planning? Ugh. Defining scope? Eww. Timelines? Not very sexy. Especially when UX has "the Figmas" ...and Engineering has live demos. Some folks ask, "PR-what?" Product. Requirement. Docs. The thing that maintains alignment. It keeps your 4itB, 3itB, or maybe (but not hopefully) your 40itB on the same page. For the Fortune 1? PRDs are great for CYA. For the Fortune None? They're for tracking of your ever-changing scope (and maturing your fledgling org via forcing tough decisions). Oh yeah. And it rolls up into your roadmap. They are as flexible and adaptable as your Product leader needs them to be. And your company's SDLC maturity needs them to be. Ideally, the former drives the latter (but that's for another day). DM any questions you have on PRDs and how they could drive value for your org.

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My latest guest on 🗺️ Talking Roadmaps is David Pereira, he's a product leader and thought provoker! David just launched his new book "Untrapping Product Teams". There were so many interesting discussions in this but we picked out "Should your roadmap include a trash column?" 🦻 listen to find out more! https://lnkd.in/e_tbgEj3 Also check out his new book here: https://lnkd.in/ebf83apx #roadmapping #expert #productmanagement #productmgmt

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“If there is no clear owner, then it’s the PM that owns it.” I sat down with Esteban Contreras from #ProductState to discuss Product leadership, or Prioritization process at Productboard. We also dug into the concept of Extreme Ownership, which is a principle I firmly believe in. Read more: https://lnkd.in/eVN47mWn #productmanagement #productexcellence #ownership

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