Yesterday, at the end of nearly six years at Pluralsight, I realized there was no way that I could wrap up all the things that took place in one final team meeting or a dinky little Slack note. So I created this flyover of my thoughts, memories, and mixed emotions.
Today marks the beginning of a new chapter in my life. I am still processing and I think at some point it will hit me that the creating and building chapter at Pluralsight has actually come to a close.
Six years of customer visits and team member emails, Slacks (so many Slacks), Google docs, Board presentations, PS Live mainstages, offsites, incident response communications, product releases, Figma files, IPO whirlwind tour, and then publicly-traded duties, COVID response plans, earthquake preparedness and responses to social injustices, everything was turned off at 6:30 pm last night. As if it never happened as if I was never there. It was a tad bit of panic, a tad bit of relief, and a tad bit of I-am-not-sure-how-to-feel. Ok, I am being a tad bit dramatic. …
If you’re asking yourself more and more often, “Why are we not shipping? Why are we not communicating? Why have we slowed way down?” then you’re experiencing misalignment. And while it can be caused by a variety of factors, you should also know that misalignment is a strong indicator of an unhealthy team.
It’s likely you’ll want to start rooting around for individual solutions to your team’s misalignment so you can get back to a healthy dynamic. But without first creating psychological safety, you’re unlikely to see results.
Psychological safety is the key to creating an environment where people can grow and learn new skills. …
In early December 2017 I was asked to give an opening keynote at SaaSfest. The Price Intelligently team put on a wonderful conference and brought a really diverse group of people together to talk all things product, pricing and how to retain customers we love.
In the video tagged, I built a presentation to talk about a problem that I believe still haunts most if not all product and technology organizations today. How do we build for outcomes?
The inspiration was a morning run that I take nearly everyday and is completely made up but illustrates (via a lawn mower) my take on outcomes and how we all can solve this. …
Below is the cross-post article written by Martin from Mind the Product blog
BY MARTIN ERIKSSON ON JULY 21, 2017
Nate Walkingshaw is the Chief Experience Officer for Pluralsight, where he is responsible for Product, User Experience, Engineering, and Content, and the co-author of Product Leadership: How Top Product Managers Launch Awesome Products and Build Successful Teams. But he started his career as an EMT (Emergency Medical Technician) at $7.14 …
Here it is. A video of my slides. I don’t have my talk track but MTP has assured me that they will post the video once they go through post production and edit.
I have reflected back on the moment many times and am so humbled by the experience. The leadership event the day before, the speaker track the day of and most importantly taking the stage in front of 1500 of my peers. I get emotional just thinking about all of you, my friends and my family. I felt like I was standing on the shoulders of giants. I thank you for all support, kind words and love that I have felt over the past week.
As technology professionals, we have been stuck at metaphorical basecamp for years. We’ve looked at the summit, attempted the various routes other teams have created, and worked hard on dialing in the basics of making sure we have food, water, and shelter. We have gone from wilderness survival to wilderness living. We learned the ways of the land. I would even say some have perfected the way of living. But in order to make progress toward the peak, we must pick up our gear and tackle the next part of the climb. It is painful, in some regards. The knowns have helped us find stability; allowed us to confidentially work through challenges and find solutions. …
The word “Discovery” has been used in the product world for many years. It usually refers to the inquiry process product teams use to understand problems that need to be solved for the end user. Lots of brilliant people have written on the topic and provided insights on the “How” that we all benefit from today. I also know there are a lot of amazing practitioners out there, heads down, trying to solve complex problems who have yet to share their experiences. They work in all types of companies and use a wide variety of practices to build their products. Some of them are very successful at it. Some are really struggling with building something valuable. But no matter what position we are in, it’s important to understand the “why” behind the discovery practices we employ. …
MAKE SURE YOU READ PART I CLICK HERE: This is the continuation of a three part series.
I am not against software engineering practices in any shape or form. Engineering practices used as a single practice that all teams outside of engineering also use is where you lose me. The Agile Manifesto if applied as intended could be a really solid, Scrum is also well intentioned, but I have seen both poorly implemented time and time again. When placed in a large for-profit company with sizable aspirational management by objectives (MBO), goals feels a lot like authoritarianism. The goal of Directed Discovery is the opposite of authoritarianism: it is meant to unify and empower the team to work collaboratively and iteratively to the highest level of their ability. …
Continuous discovery is a self-described process. It means that teams use this process to continuously discover what our customers needs are and how well we are solving them. It assures that our solutions are ever-evolving. Depending on what your team is trying to accomplish, they may run some or all of these steps. They are defined as Personas, Voice of the Customer (VOC), Customer Preference Testing (CPT) and Customer Confirmation Testing (CCT).
When trying to determine which steps to follow, here are a few quick…
This is the first part in a three part series that I will be releasing: LOOKING FOR PART II Click Here
I am providing a playlist. This is some of my favs while I wrote this:
Song One: https://itun.es/us/lX3w6?i=979074170
Song Two: https://itun.es/us/zqWfcb?i=1108804721
Song Three: https://itun.es/us/H7psab?i=1078525669
For years I have been walking into companies, listening to leaders explain the varying ways they have been working through innovation breakdown, delivery woes, and motivating teams to operate at a faster pace. I sit, listen, then ask them a couple of questions: