Becoming a super IC: Lessons from 12 years as a PM individual contributor | Tal Raviv (Riverside)

Tal’s background (0s)

• Tal Raviv has worked as an individual contributor (IC) product manager for over 12 years. (58s)
• He has held product management positions at Patreon, Wix, Appsflyer, and most recently, Riverside. (1m2s)
• At Riverside, he is the first product manager for the platform. (1m8s)

Choosing to stay an IC project manager (2m24s)

• The individual has chosen to remain in an individual contributor (IC) role by prioritizing work that brings excitement and joy. (3m10s)
• Observing previous managers and their schedules did not inspire a desire to pursue a management path. (3m34s)
• Many colleagues who transitioned to management roles ultimately returned to IC positions. (3m58s)

The value of IC roles (7m5s)

• There was a time when the speaker considered not pursuing further promotions because they were content with their role and observed stress in higher positions. (7m5s)
• The speaker acknowledges experiencing a sense of envy or questioning their own path when peers with similar experience levels get promoted to management roles. (7m54s)
• Despite occasional feelings of envy, the speaker reaffirms their decision to remain in an individual contributor role, recognizing that they genuinely prefer it over a management position. (8m19s)

Compensation and career path (8m31s)

• Compensation and job satisfaction are two important factors to consider when pursuing a career as an individual contributor (IC). (8m44s)
• Believing in your own worth as an IC is crucial for negotiating a fair compensation package. (10m31s)
• It's important to clearly communicate to potential employers that you are seeking growth and compensation as an IC, not through a management track. (12m12s)

Advice for companies on creating space for ICs (12m36s)

• Companies should create clear titles that indicate progression within the individual contributor (IC) track, similar to how titles reflect growth in management tracks. (12m55s)
• Companies should explicitly acknowledge and recognize the IC career path, emphasizing growth and respect for individual contributors. (13m16s)
• Companies should establish a career ladder and rubric for ICs, mirroring the structure used for management roles, to provide a clear path for advancement. (14m16s)

Leveraging AI for productivity (14m33s)

• Companies are increasingly seeking senior individual contributor product managers (IC PMs) who can handle a heavier workload without necessarily managing others. (14m45s)
• AI tools, particularly ChatGPT, can significantly enhance an IC PM's productivity by automating tasks like generating detailed user stories from high-level project descriptions. (16m11s)
• Using a combination of dictation, transcription, and AI-powered templating, an individual can potentially achieve the same output that previously required a team of people. (17m31s)

Managing your time (22m44s)

• Time and energy can be better managed by designing your days and building a team culture that provides leverage. (22m58s)
• Deep work should be prioritized, and for many, mornings are the best time for this as they allow for uninterrupted focus before checking communication platforms like Slack. (23m28s)
• Respect for deep work can be cultivated in teams, and alternative communication methods, such as phone calls, can be used for urgent matters. (25m12s)

Product scrapbooking (26m1s)

• A method of collecting product ideas and evidence is to take screenshots or notes of opportunities and store them in a central location, such as a notion database. (26m2s)
• This method allows for the collection of real-world examples and insights that can be used to support product decisions and persuade others. (26m40s)
• Referencing this collected information during conversations with colleagues demonstrates attentiveness and that their feedback is valued. (27m8s)

Cultivating self-reliant teams (27m52s)

• A key aspect of being a highly leveraged individual contributor is cultivating self-reliant teams. (27m59s)
• Encouraging team members to communicate in public channels rather than direct messages promotes transparency and collaboration. (31m4s)
• Instead of providing answers directly, demonstrating how to find information or complete tasks empowers team members to become more self-sufficient. (35m53s)

Tal's Maven course: Build Your Personal PM Productivity System (36m32s)

• A course titled "Build Your Personal PM Productivity System" has been created to help individuals, especially product managers, enhance their productivity. (36m46s)
• The course delves into practical strategies for managing time, emotions, and teams, as well as providing feedback and establishing a product organization that minimizes reliance on the product manager. (36m57s)
• The objective of the course is to equip individuals with the necessary tools and techniques to excel as individual contributors, particularly in light of the increasing prominence of AI and the demand for highly skilled individuals in this domain. (37m13s)

Contrarian opinions and insights (37m39s)

• Companies typically have two departments that are critical to their success in the market. (38m52s)
• Identifying these departments involves analyzing the company's growth model, understanding the key drivers of growth, and determining the true value proposition for customers. (40m27s)
• Working in one of these crucial departments can lead to significant career growth and a more rewarding work experience. (41m22s)

Book smart vs. street smart decision-making (44m32s)

• Book smart decision-making involves using data, design, technology, strategy, and frameworks, while street smart decision-making considers the customer's perspective and gives it equal weight to logic. (45m7s)
• It is important to consider the customer's perception of changes, even if the changes are logically sound and data-driven, as negative perceptions can lead to backlash. (47m6s)
• When making UX changes, it's crucial to consider the impact on sales demos, as even small optimizations for users can negatively affect how the product's value is communicated to potential customers. (52m18s)

There's no right way to get things done (52m51s)

• There is no single correct method for achieving success in product teams or businesses, despite what online resources may suggest. (52m58s)
• The most effective approach to learning and professional growth is to engage in challenging and innovative work within a successful company, surrounded by talented individuals. (56m3s)
• Valuable experience and insights can be gained outside of Silicon Valley, as demonstrated by individuals who have achieved success in different locations. (56m58s)

Failure corner (57m3s)

• User research is crucial, even in areas where it's not traditionally used. Skipping it can lead to significant time wasted on ineffective solutions. (1h0m32s)
• Open communication and vulnerability can strengthen relationships and resolve misunderstandings, even in professional settings. (1h7m8s)
• Building trust through hard work and dedication allows for more creative freedom and risk-taking in a professional environment. (1h18m48s)

Lightning round (1h19m4s)

• The speaker recommends the book "How to Talk So Kids Will Listen and Listen So Kids Will Talk" as the best book on product management they have read. (1h19m25s)
• The speaker recommends watching the show "Ted Lasso" from the point of view of leadership lessons. (1h21m56s)
• The speaker shares their favorite life motto: "You can't stop the waves but you can learn how to surf". (1h26m21s)

Living through conflict (1h26m50s)

• Many employees at Riverside, including some in Ukraine, have been impacted by the war. (1h28m1s)
• One team lead leaves work in the afternoon to fulfill military duties and returns to work the next morning. (1h27m44s)
• Despite the challenging circumstances, employees are striving to maintain a sense of normalcy and routine. (1h28m56s)