How I Stay Productive in 8hrs of Video Meetings

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Photo by wikipedia user Raysonho

Videoconferencing is revolutionary.

It allows people in the East Village to connect with international colleagues in real time—not only hearing what they have to say, but also seeing how they gesticulate when they’re talking. Seeing as though much of human communication is nonverbal, this is nothing to take lightly.

Check out the full post on my column.

5 Design Lessons You Can Use to Make Any Part of Your Company Beautiful (and User-Friendly)

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The appification of everything has made everyone an early adopter.

That being the case, companies cannot afford to let the user experience of their apps, services, IT admin portals, their website – or anything else for that matter – suffer as they go about building their products.

Companies that build apps and sell B2B products often get bogged down in the sale, shifting their focus to the next customer instead of understanding how they can make existing relationships even stronger.

Instead of following that path, companies would be wise to take a step back and first realize the importance of specifically focusing on the design functions of other areas of the company.

Luckily, by taking a holistic look at the user experience at every level and understanding the design process, companies can ensure each facet of their operations is fortified. With that in mind, let’s take a look at five design lessons that can take your company to the next level.

The most important lesson to learn from design is the power of clearly defining your audience.

Fuze went on a mission to focus on who used our products and which ones they used. At the highest level, we validated that our users work in several disciplines (sales, marketing, support) at medium and large companies. But we needed to dig deeper and find out more about our audience. What is a day in the life of the average user like? Why, specifically, will they be using our products? Why do they use our apps instead of our competitors or consumer apps?

The more thoroughly you answer these questions, the easier it will be for you to solve your customers’ problems effectively.

Make Sure That Your Entire Team Is On the Same Page

It’s certainly not difficult to get caught up in over-designing a solution to technology problems. But whether it’s revamping internal IT systems for billing and auditing or recreating a new feature, you need to be listening to the people who interface with use it directly. They’re the ones who understand best how the product works and how it can be improved through your design.

At Fuze, we recently looked at ways to build more self-service into our new customer onboarding process. Our product team spent several days watching over the shoulders of the engineers that work directly on the onboarding process, given us a much deeper understanding of their pain points and what opportunities there are to improve the process.

Use Metrics That Will Actually Tell You How Your Customers Are Using the Product

It is critical to track KPIs to determine precisely how engaged your users are. This data can help you determine, among other things, whether your users are coming back—and if not, why.

Consumer apps do this in every part of their app. Top-tier consumer apps like Instagram and Facebook meticulously study their engagement funnels and onboarding. Instagram tries to think about the way users actually use the app and where they get delight. You can apply these concepts to every type of product at your company. For example, at Fuze we track metrics like “Total messages sent and received”, “Total phone vs. video calls”, “Time to start a meeting”, and many others.

Similarly, you can use a net promoter score (NPS) during your users flows to determine how well, on a scale of 1 to 10, an interaction went. You can combine this with engagement data from Mixpanel to gauge whether people are happy with your product. Those who aren’t will go somewhere else to find a better experience. You need to understand why.

Get all Employees Involved

When we went through the rebrand of ThinkingPhones to Fuze, our design team built an internal website to allow anyone in the company to understand and interact with the new corporate language and logo. This site also went into detail as to why the rebrand was occurring in the first place.

The end result? Employees felt as though they were involved in the rebranding process and that their opinions and ideas mattered.

Craft a Personality

In the world of enterprise software, we often don’t think about the voice of the product.

Building a product personality allows people to interact with it. To determine the voice of your product, ask yourself what the application does and what kind of tools it uses.

Because voice comes from language, tone, and personality, everything from billing invoices to the language in your mobile app updates are opportunities to drive up emotional engagement with your users. In Fuze’s case, we build and test things like the audio conferencing tone people hear when waiting to join a Fuze meeting. This enables us to provide a better, more wholesome experience that drives user engagement and delight with our products.


At Fuze, the fundamental principles of design impact everything we do as a company across all of our business units. It’s no longer just about designing a good product anymore. Everything your company designs—from internal tools to websites and everything in between—needs to be exceptional, too.

Check out the full post on my column.

How to Smoothly Transition from Project to Product Management

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The Fuze Product Management team has grown a lot in the last year. I recently shared a slide at our weekly all-hands meeting that showed our team’s growth mapped out over the last 14 months. It was really cool to see the mix of people that joined via hiring, networking, acquisitions, and internal transitions.

Over those last 14 months, several of our Product Managers transitioned over from the Technical Product Ownership role we have in our engineering teams. Now, they are all amazing PM’s because of their deep technical knowledge and keen understanding of our engineering teams. More importantly, all of them transitioned over after having “lived the PM life” in addition to their TPO responsibilities. In almost every case this dual-role happened because of the lack of a Product Manager in their area combined with their own desires to interact with customers and create solutions for them.

If you’re working in project management or technical product ownership, making the switch to a product management role might seem overwhelming due to the various differences. While change can be difficult, it doesn’t have to be completely jarring. The most effective way to make the transition is to experience the key aspects of product management in your current job.

You may already be dealing with some product management responsibilities in your current role. If you are, then you’re already a step towards gaining fluency. If you’re not familiar with any product management behaviors, then you’ll need to gain as much experience as possible.

Granted, there’s a lot to know about product management. So here are a few things that might help you learn before deciding to make the career switch.

Always Learn from Customers

One of the best ways to prepare yourself for a product management job is work towards becoming a consumer advocate. To do this, you’ll need to get out of the office and interact with customers. Having informal discussions with customers will give you insight that you could never gain from your coworkers.

During these talks, you’ll get a good idea of what your customers are like and what they need. Pay special attention to their challenges in order to find solutions that could benefit them. Being able to deliver on customers’ needs will make you invaluable in product management.

Get In-Depth Knowledge

Before you switch jobs, take the time to get extensive knowledge about the product you’re working on. Immerse yourself in the market (including the competition) whenever you get a free moment. To get a really good feel for the product, participate in a teardown to get an invaluable look at what you’re working with.

Knowing everything about the product is important, but so is learning about the shelves. Learn about how the products are packaged and the prices.

Learn from Others

A smart method to gain some knowledge about product management while still working your current job is to sit in on an interview. A product management interviewer might be happy to let you join an interview and see what sort of questions are asked of candidates.

At some point, ask the manager for a mock interview to see how your fluency is coming along.

Try What You’ve Learned

Don’t be afraid to test yourself in everything that you’ve learned, try to create something practical. Design something based on your customer conversations, interviews, and personal research. This can be anything from new features to minor enhancements that could make the product better.

Once you fully enter the field you’ll have more time to participate in this process, but for now it’s a great exercise to see what you’ve learned. Simply sketching or spec’ing these changes is useful. Even if none of these preliminary ideas are likely to make the final cut, you’ll be glad that you started thinking creatively.

Tying it all Together

It’ll take some time and a willingness to learn in order to make a smooth transition into product management, but the results will be worth it.

If transitioning to a product management role, you want to be able to hit the ground running in your new position. To do that, you’ll need to wrap your head around some of these concepts and strategies while working your existing job. It’s certainly not easy, but with a little creativity and effort it can be done.

#UCExpo Series: A Q&A with Michael Affronti

This was originally posted on the Fuze corporate blog on Tue Apr 19.

We sat down with Michael Affronti, VP of Product for Fuze, to dig deeper into the michael affronti“appification” of the enterprise ahead of his upcoming session at the UC Expo in London.

Attending the show? Click here to check out Michael’s conference session.

How have you seen the industry shift to address more user-centric technology? What have companies gotten wrong when it comes to applying this thinking to new innovation?

Several years ago the phrase “Consumerization of IT” caught on as early-adopters inside of companies were pushing IT to adopt new products and services. It then became “Consumerization of the Enterprise” as it extended beyond the IT function and into the everyday apps and services used by every information worker (IW). IWs spend nearly 65 percent of their time at work communicating and only a fraction of that time (20 percent) creating and editing content.

Smart companies embrace a BYOD philosophy, while picking the right tools for core collaboration scenarios. It is great to allow your teams to bring their own mobile phones to work, but having their work communication scattered across a smattering of consumer tools is both inefficient and dangerous. The smartest companies look at what and why their employees are doing with consumer apps and then bring in the right enterprise-grade tools to be used in place of them.

Fuze recently conducted research in Europe, indicating that two-thirds of those surveyed thought workplace technology needed to catch up with personal technology. What can businesses learn from user preferences outside of work?

The “appification” of consumer services has now fully bled over to the enterprise. The pattern that a user employs at home is what they expect to happen at work: if their work tools don’t provide the right functionality, they will just find an app in the app store that does the job. It used to be the case that only a handful of companies, usually small/medium-sized businesses, allowed for users to bring their own devices and use their own apps. We’re now seeing financial firms and healthcare companies moving services to the cloud and allowing for their teams to use more and more modern apps. This is often in conjunction with a mobile device management strategy.

This sounds like a BYOD issue. What should employers keep in mind when navigating unsanctioned app usage in the modern workforce?

Having a clear and enforceable BYOD strategy is important. Even more critical is deploying apps and services that your employees actually want to use. If you roll out poorly designed apps, your users will vote with their feet and find a way to use the apps they love (even if they’re consumer-based and insecure). I’ve even seen users rubber-band two iPhones back to back – one locked down too tightly by their company, the other a personal device where they use WhatsApp to talk to their co-workers!

How can companies support the modern worker to be more collaborative by using technology?

Listen to your workers! Ask them about their favorite apps and find out why they’re using them. This will directly impact your rollout plan for introducing new apps and help you communicate it in a way that will be receptive to teams. Next, find out what line of business apps they want linked into their new apps. A critical part of rolling out new collaboration tools is having them connected into the important systems they use on a daily basis.

If you’re heading to UC Expo, come visit us at stand H805 and learn more about our presence here.

What to Look for When Hiring a Product Manager

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Product managers can make or break organizations, which is why hiring managers must spend time landing the most talented PMs. Great hires help their companies level-up.

So, what exactly should you look for in a PM?

When I’m hiring, I look for candidates who are what I call “smart chameleons.”

These people immediately impact a particular product. They adapt quickly and efficiently whenever new ideas or initiatives emerge.

To this end, a candidate’s experience—alongside examples that demonstrate his or her ability to adapt—are the key qualifications that I explore during the interview process.

No One is Born a PM

A master blacksmith teaches an apprentice how to shape metals. Similarly, PMs need to get their hands dirty while on the job to learn their craft.

At Fuze, we typically hire PMs with at least three years of experience. It’s great when that experience comes from places known for producing great PMs, like big software companies that have established PM disciplines and training programs. Amazing PMs can also come from medium-sized tech firms and often have very cool and interesting backgrounds that led them to Product Management.

Some of the best Product Managers I’ve worked with have the most amazingly diverse backgrounds: an art history major, a finance manager, and once even an astrophysicist. You can also often find great PMs inside of Sales and Sales Engineering teams; they often have amazing customer empathy given the amount of interactions they have with them.

I also seek candidates with relevant domain experience to our industry and technology. It simplifies the onboarding process when new hires have a basic understanding of our tech, B2B sales, and enterprise platforms from the beginning.  


Anyone who’s worked in the startup world knows how quickly things change. PMs need to be versatile enough to keep pace with those changes.

During the hiring process, I ask candidates to provide examples about how they’ve shipped their products. More specifically, I ask candidates to describe times when they had to get creative to ship something. Maybe they had to deal with missing information. Maybe there was no existing process. Maybe they were competing for resources.

Whatever the case may be, the more creative the candidate’s response, the more likely we are to proceed to the next round of interviews.

Great PMs Empathize with Customers

Those who know me have heard me talk about how important customer empathy is for a PM. Let’s reiterate.

When I’m hiring, I look for candidates who have extensive experience talking to customers. I seek out people who can provide examples of turning those interactions into products and feature improvements.

Empathy is one of the most important skills for anyone in any industry. Candidates who can place themselves in their customers’ shoes and see problems (and solutions) from their perspectives tend to succeed in PM roles.

Communication Skills are Critical

If candidates can’t communicate effectively, how can you expect them to ship on time?

One part of our Fuze interview process involves homework. We give candidates an assignment and ask them to present their response to us. Topics change periodically, but they always focus on a real business challenge that we’re facing.

Forcing candidates to prepare presentations in a relatively short period of time is a great way to ascertain how well they think on their feet and whether they can communicate content clearly and concisely.

Thanks to this component of our interview process, we can gauge whether candidates have the communication skills that are necessary to thrive.

Although different candidates appeal to different companies, strong PMs will be experienced and quick on their feet. They are empathetic and communicative. Keep this in mind and with luck you’ll make amazing new hires.

For more on the topic, check out Steven Sinofsky’s post on hiring your first PM.


Why Face-to-Face Meetings Are Essential For Distributed Teams

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Image by Flickr user heisenbergmedia

It’s easy (but wrong) to avoid in-person meetings.

It’s especially easy if you work in remote teams and don’t have all of your coworkers or peers nearby. While it’s expensive and logistically difficult to bring distributed teams together, you need to.

There are serious benefits to in-person communication. I believe it’s the only way to align your team with your business’ strategic objectives. It’s also the best way for your team members to feel connected with one another.

Our Product and Engineering organizations at ThinkingPhones is spread across four different cities. Here’s how, when, and why we bake physical meetings into our team’s schedule.

Start with Video

To bridge the physical gap with our coworkers, we use video conferencing. It’s the only acceptable alternative to meeting face-to-face.

Video makes remote working way more efficient than just using texting or a conference call. Effective, to us, is a measurable reduction of time in meetings and increased engagement in the actual meeting content. Video helps us do both those things.

We use Fuze, a video collaboration product of ours. I use it for 90% of my remote meetings.

If your teams are spread out, make video meetings a requirement.

Get on the Calendar

Put scheduled meetings into a calendar so all participants don’t miss or forget anything. It sounds simple, but it makes a difference.

My directors and I get together every four weeks for a leadership meeting. We do it in-person and rotate which office hosts the meeting. Besides getting together, we also prepare. We keep a rolling agenda in a Google Doc. If we have something new to brainstorm, we add it.

By sharing an ever-evolving agenda, we get important items out of our email and in front of our team. It’s reduced my stress levels a lot.

Now, we’re experimenting with something new: Breather spaces. Vacating the office lets us physically and emotionally leave our day-to-day issues behind to focus on the tasks at hand.

Kickoff New Products in Person

Whenever we’re about to start a new product development effort, I ask myself a question: is it worth it to get together all the key stakeholders? For the big projects, definitely.

Two days of working on a whiteboard side-by-side will replace weeks of struggle. It’s a lot easier to align on design principles and key technical decisions when you can hash out minute details with your colleagues in the room.

Meet Customers

When I travel to our different offices, I try to squeeze in one or two customer house calls. It might cost me an extra day, but meeting with them is far too important. Catching up on the phone won’t substitute.

Budget for It

We’ve already walked through why it’s necessary to get together. You need to plan if you want those meetings to happen. Flights, hotels, and Uber rides cost money. It adds up quickly. Figure out how much money you’ll need, set it aside, and maximize those trips.

If you don’t budget these costs, you’ll never have the opportunity to meet with your colleagues in the flesh.

Face-to-face meetings allow your distributed teams to really connect. If you care about business results or team chemistry, then you must plan for it.

Morphing Your Management Style To Drive A Growing Product Team

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Image by DeviantArt user JR19759

A great outcome of any hiring strategy is when it works. You’re pulling in amazing people and they’re growing and supporting each other to build a great product organization.

That’s the world I’ve been living in over the last several months. Our product team at ThinkingPhones has literally tripled in size over the last year.

Given all we’ve learned during this hyper-growth period, I thought it would be helpful to share some of the best practices and processes we’ve implemented during that time.

So let’s start with the most important step:

The “Gravity Hire”

I use what I call the “gravity hire” methodology to build product teams quickly. This means that my early hires are product rockstars that will be able to attract other amazing PMs. And then I have them spend 50% of their time hiring other rockstars.

As the team forms – and then grows – it becomes critical to open up new internal and external communication processes to keep everyone marching in the same direction.

Here are some of the specific methods we’ve used successfully…

Product “All Hands” With An Open Mic

When you’re hiring so many talented people in a short period of time, it can be challenging to make sure all of them feel like they own a mission-critical part of the product portfolio.

Enter the Product “All Hands” meeting.

It’s held for 30 minutes once a week. Everyone in the Product Team joins and we have just two agenda items:

  • I share info about the company as a whole and take questions.
  • There’s an Open Mic portion where anyone can “virtually” stand up and share information or ideas.

The meeting puts my team on the same page regarding:

  • Exactly what is going on in the company
  • What deadlines are pending
  • Roles and goals across the team
  • How the team can help each other achieve or exceed those goals

Cross Team Lunch And Learns

We do frequent “Lunch and Learns” at ThinkingPhones, so my team and other teams can show each other what they have achieved in an informal environment.

For instance, our international sales leadership recently gave an update on our business outside of the US over sandwiches and soda. This was great for my team because it provided additional context for upcoming product roadmapping and prioritization decisions.

These sessions help my team, and other teams within the company, feel more connected with the mothership – and also ensure everyone sees how their work is impacting other areas of the company.


All of the directors in my organization have weekly 1:1’s with their team, and I personally do skip-level 1:1s every other week with individual product managers. They are an incredible management and motivation tool if used properly (Ben Horowitz’s post on 1:1’s has some excellent tips on the subject).

Regardless of how you run your 1:1’s make sure you use it as a forum for the employee to say what they want or need to say. It is not a meeting to pass judgement or evaluate performance.

Managers get to know the more junior employees and the areas they work in, find out what’s working and what’s not in the company, and learn how to do their own job better.

Employees and junior managers have a chance to voice any concerns or worries, they get to know the senior managers, and feel valued as a result.

Measure PM / Customer Contact

In a rapidly growing product team, individual contributor PMs often get buried in the details of building and shipping. And this leaves them little time to engage with customers.

So consider measuring each of your Product Managers on how much in-person time they’re spending with customers on a weekly or monthly basis.

The feedback they’ll take back into the organization from those touch points will be pure gold for your product team and for the rest of your company.

Connecting is Key

The more informed your PMs are about what their colleagues and customers are doing, the better product you’ll build. It really is that simple.

How are you managing your product teams to scale up as your company grows?

Let me know your best practices in the comments below.

How Teaching Tech Can Make You a Better Innovator and Leader

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This past summer I decided to teach a part-time course at General Assembly.

I love mentoring and coaching others, and public speaking, so I wasn’t surprised to realize how rewarding and fun teaching can be.

But what I didn’t expect was how much this new experience would teach me about leadership and innovation.

Being Prepared Really Helps

When I first started teaching, I thought I could quickly throw together my lesson plans the day before class.

Boy, was I wrong.

I needed three to four hours to prepare for each class, even though I already knew the content. I had to develop the primary lesson content, supporting personal stories, plus extra alternative points in case the other content didn’t land well.

Takeaway: This preparation style is equally useful for training and teaching your team outside the classroom.

Now when I prepare a meeting or workshop with my team, I think about:

  • weaving a story that team members can connect and relate to
  • knowing alternative paths ahead of time
  • having facts and personal stories on hand as examples

My favorite feedback from my students was when they told me: “Michael seems so well prepared to help us understand each lesson.”

You should strive to have your team feel that way about you as a leader.

Check for Understanding to Avoid Mistakes

You can give hours of lectures with supporting examples, but there is no guarantee that your listeners have understood and absorbed the information given to them.

The students at General Assembly had to comprehend each topic if they were going to have a shot at completing their projects.

I learned to check for that comprehension.

The best way to do this was to frequently ask questions during my lectures, get students to verbally fill in the blanks, and just outright ask if anyone needs further clarification on a topic.

Takeaway: To effectively and efficiently convey information when training or instructing your team, you have to make sure your team members understand what you are asking them to do by actively confirming that understanding.

When I’m training my team, here’s what I do:

  • regularly ask questions to see whether what I’m saying makes sense to them
  • use prepared alternative points to back up and reinforce content if there is a lack of understanding
  • make sure they get the nuances of the topic

Investing this time up front will save you more time and avoid mistakes in the long run.

Teaching by Example: Clarify Expectations

One way I teach students is through the “I Do, We Do, You Do” framework.

The idea is:

  • You (the teacher) show the students how to perform a specific task
  • You perform that same task with the students’ participation
  • You ask the students to perform the task on their own

I’ve found this method works brilliantly for both simple and complex topics in the classroom – like our lesson on calculating the Lifetime Value (LTV) of a customer.

Takeaway: This is an effective way to teach new concepts, processes, or frameworks to your team. It ensures team members know exactly what you expect of them.

To make this model work at ThinkingPhones, I encourage all of the managers on my team, myself included, to routinely “get into the trenches” and do the work our product managers do – build a competitive deck, write PRDs, or do market analysis.

This gives all our managers the tools and skills to use the I, We, You model, so we can train and get new product managers up to speed.

How This Applies to Innovation

Overall, teaching reinforces the importance of communicating effectively to your team through:

  • being more prepared than you think you need to be
  • actively checking to make sure your team members understand what they need to do
  • demonstrating tasks so your team members know what is expected of them

Do this well and less time will be spend on re-explaining concepts, or rectifying problems.

Then, when your team is performing their jobs efficiently, and without mistakes, you’ll have more room and time for innovation.

4 Things Every Product Person Should Do

Image by Flickr user 42614915@N00

Image by Flickr user 42614915@N00

It would be a shame if growing in your career took you further away from having an up-to-date perspective of what’s happening with your product.

You can quickly forget what life is like in the trenches. If you want to be an effective product manager, you need to actually work on the product. Some people estimate you should spend 30% of your time with hands-on work in engineering roles.

I would suggest that it’s paramount for product managers of all levels to be do-ers.

It’s crucial for managers in the Product space to:

  • Get out of meetings
  • Walk away from product roadmaps and strategy
  • And lead by example by consistently getting into the weeds

How to get your hands dirty

Write a Spec

Product Requirement Documents drive the efforts of the entire product team. Its hard to come by a more important, higher leverage piece of work for a company. Every quarter I make sure to take one project or feature and write the entire PRD and spec for it.

This includes writing up wireframes, mockups, business case, scenarios, technical discussion, and timeline. I also put it through the same process  my PM’s need to go through: review, iterations, sign-off, etc.

Teardown a Competitor

When I see a competitor that seems interesting or a technology that could be useful to our products, I will spend an hour on a Friday performing a teardown.

A good teardown will involve – where possible – getting hands on time with the tech or product in question, taking relevant screenshots, and writing up evaluative feedback. I then provide some ideas about how we can either beat the competitor or, failing that, integrate with them. I post these ideas into our wiki and share with the team. 

Triage Bugs

About once a week I will jump into JIRA, pick a product, and review the Priority 1 and 2 bugs. Do they match my expectation of priority? Great. If there are any questions, I will sit down with the individual PM and ask them about it.

Attend Individual Scrums

There are too many projects on my team to go to every scrum, so instead I pick one day each week to attend a different product’s meeting. I usually sit and listen quietly, then afterward will use my one-on-one with that PM to ask questions about what I heard. Theres a lot you can tell about a team just by occasionally showing up to their daily standup.

Why would you do this?


Students in my Product Management class at General Assembly this semester heard me start every lesson with some form of “This stuff is so cool! I love building products.” One of the first things I look for when hiring PM’s is their raw passion for wanting to build cool stuff.

Doing individual work like this shows your team, your peers, and your management that you are fired up about building products. You’ll earn their respect, which can be especially helpful when onboarding into a new team.

Improved efficiency

The first time you write a spec as a newly promoted manager (especially if you haven’t written one in a while), youll instantly discover what in the spec process needs improvement. Fixing these issues will make your entire team more efficient.

On our team, I realized that we had four different flavors of PRDs. I worked with Alex (one of our Directors of Product Management) to unify them into a single format. We then came up with a template for the new PRDs and put it into our wiki. That’s the spec process we use on all of our products today.

A Dose of Realism

It’s easy to think projects and products will execute extraordinarily well. As a manager in the Product organization, your goal is to balance your optimism for completing a project against your pessimism, your previous experience telling you how complex it is going to be.

Periodically writing a spec, attending a scrum, and triaging bugs can help you stay much closer to what’s actually happening inside your products and code.

Spend your time wisely.

Which will be more expensive: time spent on non-managerial work, or the risk of failure stemming from a knowledge gap between strategy and execution?

Back From Hiatus (a.k.a Being Flexible)


When I am very passionate about something I find it hard to stop doing it, whether that being playing soccer in my Brooklyn Bridge Park league or mentoring startups here in NYC. Writing is one of those areas of passion for me and it’s why I really enjoy writing on my blog. I find it’s a great way to share concepts and ideas, and I love the feedback that I get from readers of all different industries and backgrounds.

I’ve talked in several previous posts about how I manage my time, like using “GSD” blocks on my calendar during the day or capturing early-morning time to blog and read the news. I also believe that you need to be flexible with you whatever systems you use for your personal productivity. The list of things you need to accomplish and the list of things your passionate about have to actually “fit” into your available time.

Earlier in my career I found I would get super stressed out when a significant change in my life threw a wrench in my personal productivity. I’m talking things like promotions, new jobs, giant new projects, or even new relationships. I would have to “change” my perfect email system or alter my by-the-minute fixed morning routine. Over time I’ve realized that the true productivity ninja is someone who can recognize when a big enough wrench is thrown into system and then react accordingly.

At the beginning of the summer I took a new role inside of ThinkingPhones that made my responsibility and scope grow by what felt like 100x. I also took on an Instructor position at General Assembly (more on that soon) that added four hours of class and six hours of prep time per week to my schedule. This had the predictable effect of disrupting my time management system almost immediately.

What changed? On the work front, my new role caused me to have to learn and be responsible for a much larger portion of our product portfolio and in parallel increased the amount of people on my team. My need for time to just read material on my own and also the time needed to hire and coach increased several fold. Teaching was an incredible experience, but there I quickly realized that to effectively prepare my lessons for class I needed to spend significant time on the weekends creating the core material and then a few hours the morning of each class rehearsing.

Something had to give. I looked at my tasks and my calendar and realized that the time I spent writing and curating was about what I needed to prep for class. So I decided to take a break from writing and use that time to tackle my new role at work and my class at GA. It was stressful in the short term because I missed writing and don’t like stopping things I enjoy doing, but that feeling quickly switched to relief as the amount of effort I needed for both work and GA increased over the summer.

I’ve been looking forward to writing again and I’m glad I had this London-bound-no-internet-trans-atlantic flight to write this post and get back at it. Talk to you all soon.