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Community Wisdom: Managing conflict, making a case to improve your product’s UI, favorite analytics tools, transitioning from data engineering to PM, and dealing with a bad manager

Lenny Rachitsky
Lenny's Newsletter
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Managing conflict in the workplace

  • Question: How do you work with and help other teams that are having internal conflict?
  • Answers: Drive good behavior and good culture where you overlap.
    • Surface this concern in your specific projects.
    • Serve as a mentor to offer guidance and advice.
    • Practice compassion, encourage authentic conversations with managers, and remind them of the importance of self-growth and impact on business.

Making a case to improve your product’s UI

  • Question: How do I justify my desire to shift resources to improve UI?
  • Answers: Show that the opportunity cost of not modernizing the UI is greater than the opportunity cost of whatever new features you would be giving up.
    • Involve quantitative data, qualitative data, conversations with influential people, and pitch as a quarterly project, not as incremental changes.

Favorite analytics tools

  • Question: What are some of the best tools for capturing, crunching, and building insights on customer behavior within web apps (besides Google Analytics)?
  • Answers: Segment, Microsoft Clarity, Mixpanel, and Amplitude.
    • Get clearer on your needs, then decide.

Transitioning from data engineering to PM

  • Question: Is it worth it to accept an offer that involves a title change but is also outside my preferred working scope and involves a salary reduction?
  • Answers: Leverage your valuable experience to get a position you truly want.
    • Evaluate it from a risk-reward standpoint.
    • Do not take it for the title and the hopes of getting a PM job elsewhere later.

Dealing with a bad manager

  • Question: How should I handle a manager who has incompetent leadership skills?
  • Answers: Secure another job offer before deciding next steps.
    • Analyze ease of transfer to another team, a conversation with your skip manager, and a discussion with other team members about your issues.
    • Have empathy for your manager, do not go to your skip manager, find ways to help without shaming, and find a better job taking what you learned with you to it.
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