A Poet's Guide to Product Management with Peter Bogart-Johnson
Aug 15, 2023
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Peter Bogart-Johnson, a poet and program manager at Jane Street, discusses the challenge of gaining trust as an outsider, strategies for teaching new ways of working, and the importance of listening as a PM. They also touch on paying down technical debt, qualities Jane Street looks for in PM candidates, and coordinating teams during times of change.
Jane Street emphasizes consensus-driven decision-making and the importance of preserving organizational culture while gradually introducing improvements.
Balancing ambition with focus is crucial for Jane Street, and effective prioritization and workload management are key to executing projects effectively.
Jane Street values empathy in project managers, as it enables understanding, trust-building, and successful collaboration with diverse teams.
Deep dives
Building a Consensus-Driven Culture
At Jane Street, there is a strong emphasis on consensus-driven decision-making, ensuring that everyone's viewpoints are considered before moving forward with a project or idea. The culture is built intentionally and deliberately, preserving the best aspects of the organization while gradually introducing improvements. This fosters a sense of belonging and ownership among team members. The introduction of project managers (PMs) into multidisciplinary teams has enhanced collaboration and enabled a more holistic approach to problem-solving, leveraging the expertise and perspectives of different team members.
Balancing Ambition and Focus
Jane Street's ambition is evident in its willingness to embrace new opportunities, drive innovation, and tackle complex projects. However, as the organization grows, it becomes increasingly important to balance ambition with focus. The challenge lies in effectively prioritizing and managing multiple initiatives. There is a need to carefully evaluate new requests and strike a balance between saying yes, being responsive, and preserving the focus required to deliver quality work. By setting reasonable expectations, managing workload, and maintaining a clear sense of prioritization, Jane Street continues to refine its ability to execute projects effectively.
Maximizing Value through Deliberate Workflows
Jane Street's approach to workflows and project management is characterized by a focus on maximizing value and achieving tangible results. The organization recognizes the importance of dedicated and focused effort, avoiding resource fragmentation and unnecessary context switching. By encouraging teams to consolidate their work, prioritize effectively, and create avenues for seamless information sharing, Jane Street enhances productivity and ensures that projects reach successful outcomes. The company also encourages ongoing learning, adaptation, and growth within teams, enabling continuous improvement and the development of efficient workflows.
The Role of Empathy in Effective Project Management
Among the qualities sought in project managers at Jane Street, empathy plays a crucial role. Successful project managers demonstrate a deep understanding of their teams' dynamics, processes, and needs. This involves actively listening, collaborating, and adapting to meet the unique requirements of each team. Jane Street values project managers who can establish connections, build trust, and navigate the complexities of working alongside diverse skill sets and perspectives. By demonstrating an empathetic approach, project managers are better positioned to optimize team collaboration and achieve successful project outcomes.
Importance of Listening and Empathy
The podcast episode emphasizes the importance of actively listening and demonstrating empathy as key qualities in a professional setting. The speaker mentions that quickly updating one's worldview and being receptive to new information is essential. Additionally, the ability to collaborate and understand the perspectives of others is highlighted. Effective communication, including writing skills, is also discussed as a critical aspect of problem-solving and developing solutions.
Balancing Technical Background and Non-Technical Expertise
The episode explores the balance between having a technical background and possessing non-technical expertise in professional roles. It is acknowledged that while technical knowledge can enhance empathy and understanding in specific domains, it is not a prerequisite for effective collaboration or problem-solving. The speaker mentions how Jane Street uses methodical onboarding processes to build domain knowledge, regardless of technical background. Moreover, opportunities for learning and improving technical proficiency are provided to all employees, allowing for a diverse range of creative backgrounds and problem-solving approaches.
Peter Bogart-Johnson was one of Jane Street’s first program managers, and helped bring the art of PMing—where that “P” variously stands for “project,” “product,” or some blend of the two—to the company at large. He’s also a poet and the editor of a literary magazine. In this episode, Peter and Ron discuss the challenge of gaining trust as an outsider: how do you teach teams a new way of doing things while preserving what’s already working? The key, Peter says, is you listen; a good PM is an anthropologist. They also discuss how paying down technical debt isn’t something you do instead of serving customers; what Jane Street looks for in PM candidates; and how to help teams coordinate in times of great change.
You can find the transcript for this episode on our website.
Some links to topics that came up in the discussion:
