That flippant answer that consultants and coaches the world over revert to when they don’t know one specific way to do something.
Some invoke the phrase because they just don’t know a way to approach something, but want to sound clever.
Others use the phrase and then go on to explain what the approach depends on. They describe how context is a big factor in picking your approach.
Listed below are a set of resources to help you get a better understanding of the context of the next new product or initiative you start working on.
Understanding the context in which you’re working is the first step to understanding the best way to accomplish what you’re setting out to do.
How agile business analysts get oriented on new projects
When you start a new effort, take some time to get oriented to the context in which you’re working and people you’re working with. This post takes a look at how to do that as the first step of the 8 step business analysis process. (Part 2 of 9)
Context leadership model
Understanding the risks you face with your new effort will help a long way in selecting the right approach. The context leadership model helps you and your team understand the complexity and uncertainty you face. Plus it has animals.
Creating effective customer feedback loops for product teams
Feedback is critical to product organizations, and how feedback is ‘looped’ to product teams is just as integral. If feedback is not continuously reaching your team, you risk stunting your product (and organizational) growth. How do you transfer feedback to your product team in a “tight and continuous” manner?
Tarif Rahman took a look at how Roadmunk’s customer success team created and maintains their customer feedback loop.
How to talk to one customer every day
You’re a stellar product manager. You know exactly who your customers are, what they need and how they (want to) use your products. That’s not news. What may be news is how you can get to that level of knowledge and understanding.
Toby Urff describes the research tool he found is common sense, but not common practice, for gaining a better understanding of your customers: Talk to at least one customer every day.
How to get things done: raise your organizational awareness
Products are built for people by people. Teams of people. Companies of people. To become a leader at any level in this product world, you need to be able to maneuver the complex human networks and patterns of influence, values, emotions and power that make up your organization’s operating system. You need to be able to sense the unwritten tone, tide, and climate of your organization. Kate Leto explores this ability as an Emotional Intelligence competency called Organizational Awareness.