Mastering User Research: A Guide to Qualitative & Quantitative Methods

In the modern organisation of today, where most have products that customers use, I feel strongly that we should all be learning more about research, allowing us to deeply understand what our customers want, need and struggle with, when it comes to our products.

Exploring the Many Faces of Research

Research is a vast and varied field that spans an incredible range of methods, activities, and timeframes. Some research projects stretch out over years, like longitudinal studies that follow the same participants at regular intervals to track changes over time. Other types of research are swift and focused, such as usability tests that might take just hours or days to complete.
The settings for research can be just as diverse. Some take researchers into exotic environments, immersing them in the lives and cultures of their subjects; this is ethnographic research. Other times, research happens at a desk, where reports, articles, and even software interfaces are analyzed for insights.
To make sense of this wide spectrum, research can be categorized into three key dimensions: primary versus secondary, quantitative versus qualitative, and observational versus attitudinal. These categories serve as a guide, helping researchers choose the right approach for their specific goals and contexts. 

Primary vs. Secondary Research

The first dimension, primary versus secondary research, distinguishes between the source of the data.
  • Primary research involves collecting data firsthand through your own activities. For example, running an online survey, analyzing Google Analytics, or organizing a usability study.
  • Secondary research relies on data that already exists, often collected by someone else. This might include raw data, such as government statistics, or analyzed data, like reports or academic papers.
Both types of research have their place. Primary research is often invaluable when seeking fresh insights tailored to your unique questions, while secondary research provides a wealth of context and background, leveraging what has already been learned.

Quantitative vs. Qualitative Research

The second dimension, quantitative versus qualitative research, addresses the type of data and the depth of understanding sought, both are great and each has their place in research, but there are different reasons for using one over the other.
  • Quantitative research is all about numbers. It provides structured, measurable data that is statistically significant. Think of political opinion polls, where a large sample of people are asked straightforward questions like, "Which party will you vote for?" The results can be plotted on charts, offering clear, objective insights. It provides the what and how.
  • Qualitative research, on the other hand, delves into the “why” behind the numbers. Through interviews, focus groups, or open-ended discussions, qualitative research explores motivations, emotions, and experiences. It’s unstructured and messy, but it provides deep, contextual understanding.
When combined, these two approaches; known as mixed methods research, paint a comprehensive picture. For instance, a political party could use quantitative data to measure voter support trends and qualitative methods to explore why those trends are shifting.
The third key dimension of research to understand, is observational versus attitudinal approaches, where observational is literally observing someone's actions and attitudinal is them telling you what they think; all of these categories intersect to form a complete research landscape. 
The categories we've seen; qualitative versus quantitative and observational versus attitudinal can be used to represent the research landscape, by turning them into 2 axes that split the research space into 4 quadrants each, and every research method available to us can be plotted in a diagram like this:

The Debate: Qualitative vs. Quantitative Research

When it comes to understanding users and designing meaningful experiences, qualitative research is often the hero. As a researcher, much of your work will rely on qualitative methods but knowing what people do is only part of the equation. To create products that genuinely solve user problems, you must also uncover why people behave the way they do. Yet, qualitative research often finds itself sidelined, unfairly labeled as the “poor cousin” of quantitative research. In today’s data-driven world, quantitative methods are celebrated as the gold standard. They’re seen as rigorous, objective, and capable of revealing universal truths, thanks to their reliance on large sample sizes, numerical data, and statistical rules.
Qualitative research, on the other hand, faces criticism. Its smaller sample sizes, unstructured data, and reliance on interpretation are often misunderstood as unscientific or lacking rigor. The richness of qualitative insights is overshadowed by skepticism, especially from those more familiar with quantitative principles. However, qualitative research is just as important to do, so keep that in mind when considering research methods.
As you dive into qualitative research, you’ll likely encounter questions that stem from a misunderstanding of its goals and methods. For instance:
  • "If you only interviewed six people, how can you be sure they represent your entire user base?"
    The answer is simple: they don’t. Representation isn’t the goal of qualitative research.
  • "If you conducted usability testing with five participants, how can you be confident other users will encounter the same issues?"
    You can’t. But again, qualitative research isn’t about statistical certainty.
These questions reflect an attempt to impose quantitative standards on qualitative work—a mismatch that fails to acknowledge their fundamental differences. It’s essential to remember that qualitative and quantitative research serve distinct purposes. They differ in their goals, sample sizes, data collection methods, analysis techniques, and the type of knowledge they produce. Both have their strengths and limitations, and when used together, they offer a more complete understanding of user behavior and needs. With qualitative research, the focus isn’t on proving a universal truth. Instead, it’s about exploring rich, contextual insights—getting to the heart of user motivations, emotions, and experiences. And that’s where its true value lies.

An Overview of Research Methods

User research involves a spectrum of methods, each offering unique insights into user needs and behaviors. To understand how these methods contribute to UX research, it’s important to distinguish between qualitative and quantitative approaches. Both have distinct characteristics, purposes, and applications, and together, they provide a comprehensive view of user experiences.

Qualitative Research Methods

Qualitative methods gather non-numerical data to uncover insights into users’ attitudes, beliefs, and motivations. These methods are often categorized as observational or attitudinal.

Observational Methods

Observational methods aim to understand what people do by watching their behavior in natural or controlled environments.
  1. Usability Testing: Observing users as they complete tasks with a product or prototype highlights usability issues and pain points. This method can be conducted in person or remotely and provides actionable insights into design improvements.
  2. Contextual Inquiry: Researchers observe users in their natural environments, such as a library or an airport, while asking questions to understand their actions and decisions. This approach combines observation with real-time interaction, making it highly insightful.
  3. Ethnography: involves immersive, long-term participation in a community to gain a deep understanding of user behavior and context.
  4. Service Safaris: Researchers experience a product or service as users themselves, identifying friction points and areas for improvement from a first-hand perspective.
  5. Non-Reactive Observation: Also known as unobtrusive observation, this method involves watching users without their awareness, ensuring natural behavior but limiting opportunities for clarification.

Attitudinal Methods

Attitudinal research focuses on what people say and how they think.
  1. Interviews: Interviews allow researchers to delve into users’ thoughts, opinions, and past experiences. However, this method is less effective for understanding actual behaviors, which are better captured through observational techniques.
  2. Participatory Workshops: By involving users in the design process, workshops foster collaboration and ensure that solutions align with user needs.
  3. Card Sorting: This technique helps refine information architecture by revealing how users categorize and prioritize content.
  4. Diary Studies: Users document their experiences over time, providing longitudinal insights into their interactions with a product or service.

Quantitative Research Methods

Quantitative research gathers numerical data from large sample sizes to identify trends and patterns. These methods are also categorized as observational or attitudinal.

Observational Methods

  1. Analytics: platforms track metrics like clicks, time spent on pages, and user flows, providing objective insights into user behavior at scale.
  2. A/B Testing: compare two versions of a product or feature to determine which performs better, offering robust validation of design decisions.

Attitudinal Methods

  1. Surveys: capture quantifiable user feedback on preferences, behaviors, and perceptions. While scalable and cost-effective, surveys often lack the depth of qualitative methods.

Conclusion

The landscape of UX research is rich with methods that cater to different goals and contexts. While this diversity may seem overwhelming at first, it becomes manageable with study and practice. To build confidence, start with foundational methods like interviews and usability testing. Over time, incorporate more advanced techniques to expand your toolkit. Remember, the more tools in your toolkit that you have at your disposal, the better you will become at research. User research thrives on curiosity and adaptability. As you deepen your understanding, explore resources and case studies to refine your approach. Remember, every method has its strengths, and the best research often combines multiple methods to gain a holistic view of users’ needs and experiences. With these tools, you’ll be well-equipped to create products that truly resonate with your audience.


Building Better Products with Context and Insights from Research!

Are you a product manager, a corporate professional working in marketing, operations, or support, or a business owner with a product to sell? 

If so, understanding the fundamentals of user research is essential. Whether you aim to conduct user research yourself, become a more effective partner to product development teams; particularly designers, or ensure your product truly meets the needs of your users, user research plays a critical role. No matter your role, grasping the basics of user research is key to creating products that resonate with your audience and drive success.

What is User Research?

When you think about user research, what comes to mind? Maybe you picture intense observers, carefully studying people interacting with software. Or perhaps you imagine sophisticated tools such as eye tracking or heat-mapping, that claim to capture everything a user does. 

These images give a glimpse of what user research is, but that's not all it is. Organizations and experts in the field offer a range of definitions. 

The last definition from the Universal Methods of Design book stands out for two important reasons. First, it shifts the focus from users to people. Those you involve in research aren’t just “users” of software; they are whole, complex individuals with a unique inner life. They bring their emotions, values, hopes, fears, and life experiences to every interaction with technology. Understanding this is vital because user research is about uncovering how these human factors intertwine with technology to shape behavior.

Second, the emphasis on conversations highlights the collaborative nature of user research. It’s not about studying subjects from a distance; it’s about partnering with them in the discovery process. When you engage with participants in this way, you’re not just collecting data; you’re uncovering insights that only emerge when you treat research as a two-way dialogue. This is what enables good decision making when it comes to product and it allows us to step outside of our biases and opinions.

The Four Pillars of User Research

At its core, user research is built on four fundamental elements. First, user research focuses on the user. It’s the cornerstone of user-centered design and UX. Without research, there’s no user-centered design; plain and simple. It’s the most common and effective way to involve people in the design process. Without it, you’re designing in the dark.
Second, user research is about understanding the context of use. Technology doesn’t exist in isolation; it’s always embedded in a specific environment, used by particular people under unique conditions. Consider designing systems for firefighters, or doctors; roles where ignoring contextual factors could lead to dire consequences. Even in less critical settings, like in-car entertainment systems, context matters. Failing to account for factors like disaster conditions, movement and distractions, could lead to unsafe designs. Renowned designer Keers Dorst once said that the best designers spend 80% of their time understanding context. That’s how crucial it is. Context shapes content and hence the way people interact with technology, and user research ensures these realities are baked into the design process.
Third, user research involves structured activities. These are not casual conversations or ad-hoc surveys; they’re carefully planned methods designed to answer specific research questions. Techniques like usability testing and interviews aren’t just tools; they’re deliberate approaches to uncovering actionable insights. It is also why I feel it is so important to partner deeply with your designers if you have them in your teams!
Finally, user research is also an attitude. It’s about approaching every interaction with genuine curiosity and a desire to understand how people think, feel, and behave. This mindset helps researchers navigate challenges, persist through obstacles, and communicate findings with integrity. It’s not just a task; it’s a way of thinking and engaging with the world.

Why Does It Matter?

User research isn’t just a step in the product design process; it’s the foundation. It connects us to the people who use our products and helps us understand their needs, motivations, and environments. By embracing user research, we don’t just create better designs; we build deeper connections with the people we serve. 

The Three Phases of Research

Let’s dive deeper into the three essential phases that guide every successful research effort; planning, execution, and analysis. Each phase serves a unique purpose and requires thoughtful attention to detail. Together, they form a cohesive process that transforms curiosity into actionable insights.

Planning: Setting the Foundation

Every research effort begins with a solid plan. In the planning phase, you define the research objective and questions; the things you want to learn. These questions are your guiding light, shaping every subsequent decision. Surprisingly, this step is often overlooked, but it’s absolutely essential for productive and insightful research. This gives shape to your choice of research methods and who should participate in the study. These decisions are critical, and they all stem from your research objective and questions. For example, if you’re exploring how a particular group of users, say 40-50 year old females, who are fashion forward, interact with your product, you’ll need to carefully select participants those users who represent that group.
Planning isn’t just about logistics; it’s also about preparing for the unexpected. Unforeseen challenges are a given in research. The key to navigating these surprises, is preparation. One of the most effective ways to anticipate and address potential challenges is by conducting a trial run or pilot study; usually with internal sister teams. A pilot allows you to test your research setup, identify potential issues, and refine your questions and methods. Think of it as a rehearsal; a chance to iron out the wrinkles before the main event and at the very least, run through it with colleagues to ensure you are prepared for other things you can't necessarily see.

Execution: Putting the Plan into Action

Once the planning phase is complete, it’s time to execute your research, capture notes & record the session. This is where you carry out the activities you’ve designed, whether it’s interviews, usability testing, or surveys. As mentioned above, no plan survives contact with reality. Things will go wrong; but because you a trial, you should be prepared. The trick is to remain flexible and adapt as needed while staying as close to your plan as possible. Remember, execution isn’t about perfection; it’s about staying focused on your research objectives and gathering the data you need.

Analysis: Turning Data Into Insights

The analysis phase is where the magic happens. This is when you take the data you’ve collected and transform it into meaningful, actionable insights. It’s also where the quality of your research truly shines. Good research provides useful data, but excellent research uncovers deep insights. The difference lies in how you engage with the information you’ve gathered. Allocate sufficient time and resources to this phase; you’ll need breathing room to immerse yourself in the data, look for patterns, and make sense of what you’ve uncovered. It's also good practice to do it together with the team; this will account for different perspectives & insight. Analysis isn’t a one-and-done task. It’s an iterative process that requires multiple rounds of sense-making. The goal is to distill complex information into clear findings that can inform decisions or advocate for change.
Once you’ve made sense of the data, the final step is communicating your findings. This is a crucial moment in the research process; it’s your opportunity to ensure that your hard work leads to real-world impact. Consider your audience and their needs when deciding how to present your findings. Will you create a detailed report? Deliver a compelling presentation? Or perhaps conduct a workshop to guide stakeholders through your insights? The format matters as much as the content; it can mean the difference between findings that inspire action and those that fade into obscurity.

Research as the Foundation of Product Design

So how does research fit into the larger design process? To answer this question, let’s explore how research shapes design and the responsibilities researchers that drive impactful results. In any design process, or feature decision, research serves as the starting point; the bedrock upon which successful solutions are built. This phase is all about engaging with users to deeply understand their needs, challenges, and context. In fact, research not only informs the product design process but also ensures that what is ultimately created aligns with real-world problems and opportunities. 
There is an example from Microsoft Bing, where someone had an idea about how ad banners should be displayed on the search page, but because of peoples opinions and biases, it was deemed not so great and sat on the backlog for about 6 months, until an engineer looked at it and thought to push it live as an AB Test, as it wasn't a lot of work. As a result, it triggered a "too good to be true" alert, which usually indicated a bug, as they saw a 12% increase in revenue, the biggest in their history. This proves how wrong our opinions can be and so good practice leans into fast discovery to validate our thinking. To do this we would utilise research methods, to validate our opinions on how we should solve something.
The design process can be visualized through various models, but one of the most widely used is the Double Diamond Framework. Created by the UK Design Council in 2004 and refreshed in 2019 as a framework for innovation, the Double Diamond breaks the process into four key phases:
  • Discover: Understanding the design problem and its context.
  • Define: Using research insights to articulate the problem to be solved.
  • Develop: Generating multiple potential solutions.
  • Deliver: Testing, refining, and finalizing the solution.
The Double Diamond distinguishes between divergent phases (Discover and Develop), where thinking expands to explore options, and convergent phases (Define and Deliver), where thinking narrows to focus on the best solution. Importantly, the design process is iterative; you may cycle through these phases multiple times before arriving at the final solution. 
Traditionally, research was confined to the Discovery phase, but its role has since expanded. Today, research is vital throughout the entire design process:
  • In the Discovery phase, it helps one gain insights into users and their context.
  • During Define, it uncovers and articulates the core challenge.
  • In the Develop phase, research enables collaborative solution generation through workshops and co-creation activities with users and domain experts.
  • Finally, in the Deliver phase, research evaluates and refines solutions through methods like usability testing.

Research operations: research at scale

At its core, the role of research revolves around planning, executing, and analyzing research activities. However, to make research happen effectively and efficiently, a range of enabling activities; collectively referred to as Research Operations (or ResearchOps), must also be carried out. You will often see this as a dedicated role within companies to support designers. The concept of ResearchOps, as defined by the Nielsen Norman Group, involves the “orchestration and optimization of people, processes, and craft to amplify the value and impact of research at scale.” Let’s take a closer look at what this entails:
  1. Participants: Recruiting and managing participants is a crucial aspect of ResearchOps. Researchers often source, screen, and communicate with participants directly or through recruitment companies. They also handle incentives to ensure participants are compensated for their time and insights.
  2. Governance: User researchers establish procedures to gather informed consent from participants and ensure the secure, privacy-preserving storage of research data. These procedures must comply with relevant privacy laws, such as the Australian Privacy Act 1988, or the EU’s General Data Protection Regulation (GDPR).
  3. Knowledge Management: Researchers are responsible for producing, collecting, organizing, and sharing insights. They ensure that valuable knowledge is not siloed but is instead accessible to everyone across the organization (hopefully), fostering a shared understanding of user needs.
  4. Tools and Equipment: From online survey platforms to usability testing software, researchers assess and source the tools needed for their work. This also includes audio recorders, microphones, document cameras, and any other equipment essential to the research process.
  5. Innovation in Communication: Sharing insights is just as important as generating them. User researchers continuously explore new methods and formats for presenting findings, ensuring critical insights are communicated effectively to colleagues and stakeholders.
  6. Advocacy: Finally, researchers advocate for the importance of user research within the organization. They demonstrate the value it delivers and advise on where research activities should fit within broader design, product, and software development cycles.

Research is Multifaceted: has Lasting Impact

As we’ve seen, user research is far more than just collecting data; it’s a dynamic and iterative process that touches every stage of design & the product life-cycle. From uncovering user needs in Discovery to refining solutions in Delivery, research ensures that products and services are not only functional but also meaningful and impactful. Beyond the research itself, user researchers play a critical role in fostering a culture of user-centered design. They also serve as advocates, championing the value of research to decision-makers and teams across the organization.

Challenges in User Research: Bridging Gaps and Pushing Boundaries

User research is demanding yet deeply rewarding, requiring meticulous planning, execution, and analysis. However, user researcher faces unique challenges, many stemming from the evolving dynamics of the software industry. Let’s dive into the most significant ones: the split between design and research, the operationalization of research, and the boundaries of research work.
1. The Split Between Design, Research and Product
When UX design first emerged, it encompassed a range of activities, from user research to interaction design and visual design. Over time, these activities were divided. This split, though organizationally convenient, risks detaching design work from the deep contextual understanding that research provides. To bridge this gap, researchers should collaborate closely with PM's & designers, involving them in planning, execution, and analysis phases of research. Similarly, researchers should contribute to early design discussions, such as information architecture and interaction design. When design and research work in harmony, the final product benefits from a more profound understanding of user needs and context. Today, in large enterprises, you will often run across the role of user researcher, where they focus solely on strategic research into behaviours, while product designers or UX/UI professionals handle interaction and visual design, with product doing research in the discovery phases as it is about product direction and decision making. In startups, you might never see a designer and your product person has to do it all; or the other way around.
2. The Operationalization of Research
ResearchOps, the infrastructure that supports research functions, has become a critical enabler of efficient research. Standardized templates, playbooks, and processes ensure consistency and save time. However, over-reliance on operationalised methods can stifle creativity and lead to repetitive insights. At Netflix, we knew, through research, that the more process you implement, the less innovation & creativity; the two are correlated. Effective research requires adaptability. It’s essential to question established processes and tailor methods to the specific research question at hand. Challenge the status quo when necessary, ensuring that the methods you choose truly align with the goals of your research rather than defaulting to templates for convenience.
3. The Boundaries of Research Work
The Double Diamond framework highlights that research is vital at every phase of the design process; discovery, definition, development, and delivery. Yet, some organizations confine research to the discovery phase, especially those organisations that want to reduce the time to launch; these might cut corners more often than not. Consider your classic feature factory; they usually don't do any discovery or research at all.
As a user researcher, you have the opportunity to advocate for research’s role beyond discovery. Demonstrate how research can validate design concepts, refine prototypes, and gather feedback during delivery. Expanding the perception of research ensures that user needs remain at the heart of every decision, from ideation to implementation.

In Summary

User research is really the unsung hero of great product design. It connects the dots between user needs, business goals, and innovative solutions, ensuring that every product, service, or system is meaningful and impactful. From its academic roots to its vital place in today’s product ecosystem, research has evolved to become a cornerstone of human-centered innovation. Never cut this step out for the sake of speed; you can always do some fast user research to validate thinking.
At its heart, research is about understanding people and their problems. It enables teams to create with empathy, deliver value, and build trust. Whether it’s uncovering insights, facilitating collaboration, or refining solutions, user research is the catalyst for meaningful change. The true power of research lies not just in the insights it generates but in its ability to foster better decision-making and guide organizations toward user-centric success. So continue to champion research as the foundation for creating products and experiences that genuinely improve lives and make your designer your best friend!

A Comprehensive User Research Checklist for Product Managers

1. Understand the Foundations of User Research

  • Recognize the importance of user research in driving user-centered design.
  • Learn the evolution of user research from academia to business applications.
  • Understand the researcher’s dual role: conducting research and managing research operations.
  • Learn about qualitative & quantitative methods

2. Master the Design Frameworks

  • Familiarize yourself with the Double Diamond Framework: Discover, Define, Develop, Deliver.
  • Understand the difference between divergent phases (idea generation) and convergent phases (narrowing options).
  • Recognize how research integrates into all four phases—not just discovery.
  • Familiarize yourself with the Design Sprint and when to use it

3. Plan and Execute User Research Effectively

  • Collaborate with your research team to define clear objectives for each project.
  • Learn & Identify the right research methods for each phase, examples below:
    • Discovery: Interviews, surveys, contextual inquiries, ethnographic studies.
    • Define: Data analysis, affinity mapping, synthesis workshops.
    • Develop: Co-creation workshops, ideation sessions with users and domain experts.
    • Deliver: Usability testing, A/B testing, iterative validation.
  • Document research plans, including timelines, budgets, research objectives, research questions and deliverables.

4. Manage Research Operations (ResearchOps)

  • Learn & recruit participants ethically and ensure informed consent is obtained.
  • Set up secure data storage that complies with privacy regulations (e.g., GDPR).
  • Use tools and templates effectively but avoid over-relying on operationalized processes.
  • Regularly review and adapt processes to ensure flexibility for unique research questions.

5. Build Cross-Functional Collaboration

  • Bridge gaps between design, product, engineering and research by involving key players in research planning and analysis.
  • Participate in early-stage design discussions (e.g., information architecture, interaction design).
  • Advocate for research’s role across all phases of product development.

6. Address Common Challenges

  • Acknowledge the split between research and design—build bridges through collaboration.
  • Avoid over-operationalizing research; customize methods to answer specific questions.
  • Advocate for research beyond the discovery phase in organizations with limited research practices.

7. Share and Amplify Research Impact

  • Communicate research findings effectively through reports, presentations, and workshops.
  • Use storytelling techniques to make insights engaging and actionable for stakeholders.
  • Store research insights in accessible formats and repositories for organizational knowledge sharing.

8. Promote the Value of User Research

  • Educate stakeholders about the critical role of research in product development.
  • Highlight how research reduces risk and increases user satisfaction.
  • Share success stories that demonstrate research’s direct impact on product outcomes.

9. Keep Learning and Evolving

  • Stay updated on emerging user research tools and methodologies.
  • Participate in the UX research community for knowledge exchange and growth.
  • Reflect on each project to identify areas for improvement in your research process.

Trust, Debate, and Autonomy: The Secret Sauce of Product Culture

After spending a few years at Netflix I truly believe that at the heart of any successful product org, lies a strong, explicit, LIVING culture!

So what exactly is an org culture? It is defined as a set of shared values, beliefs, and practices that guide how a team operates, so how I tend to think about it, is that it is a strategic context within which performance and strategic thinking might, or might not occur. I also believe that culture is a series of conversations amongst individuals and teams, that give life to the culture. 

This is done through leaders role modeling or having continual conversations with individuals and teams. A culture does not exist as a set of values in HR documents, that you are on-boarded with, and then promptly forget. Just as building a thriving community requires trust, collaboration, and alignment around shared goals, so to does creating a powerful product culture, it relies on the same principles, in that you are deliberately fostering connection, creating space for innovation, and empowering individuals to contribute toward a collective vision. Drawing inspiration from books like Reed Hastings Rules, No Rules and Marty Cagan's Transformed, let's explore this a little further as I feel that this integral component, is often pushed to the side and not addressed, when moving teams to high performance product operating models.

Trust: The Foundation of Product Culture

In any community, trust is the glue that holds everything together. The same is true in product teams. Without trust, collaboration breaks down, and innovation stalls. One of the strongest messages in *No Rules Rules* is the importance of trust as the foundation for a high-performing culture. Hastings emphasizes that at Netflix, trust is cultivated through radical transparency and freedom. Employees are trusted to make decisions, take risks, and fail fast without micromanagement, or the fear of being penalized. At the very core of trust is integrity. Doing what you said you would, by when you said you would, in the manner you KNOW it should be done. In practising your word, your integrity stays intact, which then builds your reputation and fosters trust. In cultures such as Netflix they assume that you are trustworthy until there is evidence to the contrary. By assuming best intent in in people, most people will RISE to the opportunity as they will feel responsible to merit that trust. By instilling trust in others it helps them to become more trustworthy, according to Jim Collins in B.E 2.0. Trust is also the basis of psychological safety, which is made up of two types of trust (see image below) and you can't have psychological safety occur without both being present. Vulnerability based trust is being able to say what needs to be said without feeling like you will get persecuted, ridiculed, or deemed, being able to be authentic and honest, being able to admit when you did something wrong, without fear of job loss, or being ridiculed. Operational trust is your documented agreements; either your team agreements or your culture doc. It is the set of behaviours that are explicitly called out and expected in from each other, to which you hold each other to account, against. Feedback is always measured against it. Both of these build psychological safety and trust. The two work together.


This approach also appears in *Transformed*, where Marty Cagan discusses how successful product organizations create environments where people are trusted to OWN their work. Leaders step back and let teams take the lead, knowing that autonomy fosters creativity and engagement. By placing trust in the people closest to the work; designers, engineers, and product managers, you create a space where innovative solutions can emerge. The people that are closest to the product, closest to the customer, closest to the tech stack are always better suited to solve the problems as they have 100% understanding of the space. This is why empowering balanced product teams works. 

In product culture, trust means giving teams the freedom to experiment, fail, and learn quickly. It also means being transparent with information and empowering individuals to act on it. Teams that are trusted to make decisions, will ultimately take greater ownership of their work, leading to stronger outcomes. The culture itself fosters this trust, empowerment and motivation. This is why it is so important to work on a "living" culture that is discussed and that feedback to individuals and teams, is aligned to.

Collaboration: Building Together

Much like a well-functioning community thrives on the contributions of its members, i.e., working together for a goal; a strong product culture is built through collaboration. In a community, everyone brings their unique skills and perspectives to contribute to the common good. We focus on individuals strengths, leaning into them, for the benefit of all. Similarly, in product teams, collaboration brings together diverse ideas that spark innovation. If you want better products, better solutions and stronger teams, then lean into debate and each others strengths. Your vision, strategy, discovery should all be debated by the team and key stakeholders and in doing so, you will build buy in, alignment and understanding. In the debate, you will more than likely see how unaligned everyone is, but as you debate, alignment starts to happen as you start to understand each others perspectives. At Netflix, we spent all our time debating about strategy, from there, the tactics worked themselves out if you aligned on strategy. I cannot stress how important it is to collaborate and debate together. Having deep stakeholder relationships, that are not transactional makes a difference and if you invite them and bring them along for the ride on the strategic aspects, everything will be smooth from there on in.

In the book *No Rules Rules*, Netflix encourages open debate. Hastings notes that the best ideas come from conflict; constructive, respectful disagreement that pushes people to think more deeply and creatively. Product culture should not shy away from disagreement. Instead, it should embrace it as part of the creative process. This level of collaboration ensures that the final product is a result of diverse, well-considered perspectives, rather than a single viewpoint. As a product manager you should facilitate and foster that debate; making sure that every voice is heard, that all opinions and data have been shared and then, once heard, you can make an informed decision; one that is an objective decision as you now have heard from all.

Marty Cagan emphasizes cross-functional collaboration as one of the keys to transforming product teams. He argues that the most successful organizations break down silos, ensuring that product, design, and engineering teams work closely together to solve problems. This isn’t just about communication; it’s about shared ownership of the product. When teams collaborate deeply, they move beyond individual roles and focus on the collective success of the product and the customer experience. I would also add that at certain points, in large enterprises especially, you will want your key stakeholders in the room debating with you. Each brings unique perspectives that should be understood, before testing, validating and building something.

Shared Values: Aligning Around a Common Vision

A strong community flourishes when its members are aligned around shared values and a common vision. In product teams, culture is often shaped by the values the organization holds dear. These values guide decision-making, behaviors, and the way the team approaches its work. Marty Cagan’s *Transformed* speaks to the importance of aligning teams around a product vision that everyone understands and believes in. When teams are connected to a clear purpose, they’re able to make better decisions and prioritize work that drives real impact. However, I do feel that can only happen if the culture itself promotes collaboration, trust and alignment around performance expectations.

Reed Hastings takes a similar approach in *No Rules Rules*, where Netflix’s culture is grounded in core principles that emphasize performance, candor, and freedom. These shared values, which at Netflix are expressed as expected behaviours in. a culture doc, create alignment across the organization, allowing employees to make decisions in line with the company’s overarching goals without the need for excessive rules or approval processes.

In product management, shared values act as a compass, helping teams navigate the complexities of building products in a fast-paced environment. When these values are lived and breathed by the team, they foster a sense of community and belonging. Everyone understands what’s important, what’s expected, and how they can contribute to the product’s success. Teams should take the time to explicitly call out what they expect from one another, in order to hold each other accountable against a baseline. This creates operational trust and through that, this establishes psychological safety.

Autonomy and Accountability: The Power of Freedom

An essential component of both *No Rules Rules* and *Transformed* is the idea that freedom and accountability must go hand in hand. Just as in a community where individuals have the freedom to pursue their own interests but are still accountable to the larger group, in product culture, autonomy is balanced by accountability.

At Netflix, Hastings created a culture of freedom by eliminating rules and procedures that stifle creativity. Instead, he gave employees the freedom to take risks, with the understanding that they would be held accountable for their results. This freedom empowers teams to act quickly and innovate, but it also requires a high level of personal responsibility to do good work. The culture doc was pretty explicit in what was expected and it was a culture that was written for performance and innovation; decisions were made fast, failure and learnings were gathered and we moved on with solutions, continually adapting as needed

In product culture, fostering autonomy means trusting teams to do what they do best without unnecessary oversight. However, autonomy should not be confused with a lack of structure. It’s important that teams are aligned on the goals and metrics that matter, so they can be accountable for delivering meaningful outcomes. That is why a good vision and strategy matters; it gives autonomy context and shape. It all starts with a Vision! That is your stake in the ground that sets direction, gathers buy-in and builds alignment.

Cultivating a Product Community

When we think of product culture as a community, we begin to see the importance of relationships, trust, and shared values in driving success. Relationships are not transactional; they are built over time and depends on the culture that shapes an environment through which trust, accountability and autonomy occurs and drives high performance, in order to deliver on vision & strategy. Like any strong community, product culture requires nurturing; it needs leaders who are committed to fostering collaboration, encouraging autonomy, and aligning teams around a shared vision. Reed Hastings’ emphasis on trust and freedom, offer a blueprint for building a culture that empowers teams to deliver exceptional products.

In the end, product culture isn’t just about how you build; it’s about how you come together as a community to create something greater than the sum of its parts. By fostering trust, collaboration, and shared values, you’re not just building a product, you’re building a culture where innovation, creativity, and collective success can thrive.

One last thing, no matter where in the world you are and what holidays you celebrate; I wish you all the best over the upcoming holiday period! We will be shutting down over this period and this is the last newsletter for the 2024. We will be back in 2025, starting the week of the 13th January. Enjoy the festivities and wishing you all the best in the New Year and remember, no new year resolutions, instead take the time to do a Vision, identify your goals and put a plan together; this always works better than resolutions do.

Emotional Intelligence: The Key to Product Management and Leadership

In the world of corporate jobs such as product management or leadership roles, technical expertise and strategic thinking are often considered the most crucial skills. Yet, one of the most important traits is often overlooked is emotional intelligence (EQ); or the ability to understand, manage, and effectively express emotions, both in oneself and in others. Emotional intelligence helps us connect as human beings, fostering more authentic relationships, and in doing so, elevating our ability to lead, collaborate, and grow. 

The professional environment may encourage us to adopt a polished persona, but at the core, we remain human beings, all on a personal transformation journey of growth. By working on our emotional intelligence, we not only bring our best selves to our roles but also create environments where others feel empowered to do the same. This is especially important in today's corporate environments where toxicity and bad leadership are common. We ourselves need to identify if we are being toxic and by becoming aware of where and when we are being toxic, to make the decision to become a better leader, PM and hence person.

The big question though, is what is emotional intelligence, and why is it critical for product managers, leaders and others to understand?

What is Emotional Intelligence?

Emotional intelligence (EI) is the ability to understand and manage your own emotions, as well as recognize and influence the emotions of others. It's also known as emotional quotient (EQ). 

EI is an important skill that can help in many aspects of life, including: Personal growth, Relationships, School, and Work. Some benefits of high EI included better managing of negative emotions, handling stress & difficult situations calmly, showing empathy, communicating effectively and building positive relationships. Emotional intelligence is often divided into four key abilities:




Wherever cross-functional teams are common and collaboration is key, each of these components plays a critical role in order to foster strong relationships, empathy and connection. For leaders, EQ helps to inspire trust, navigate challenging situations, and empower teams to perform at their best. Without taking the time to think about your emotions, identify them, understand what your triggers are, how they actually relate to old wounds, rather than the person in front of you; to then work on healing and integrating these by doing the shadow work in order to become the most authentic version of yourself, one who is at peace and doesn't get triggered by the inane; you will never have deep authentic, joyful relationships, either at work, or at home. This is the access door to your own inner peace and joy and your power as a leader.

Why Emotional Intelligence is Critical

Roles such as Product managers stand at the crossroads of many teams; engineering, design, marketing, and sales, to name a few. This role is inherently people-centric and one of the things that you should be doing pretty much all day, everyday, is fostering and building strong relationships. Spend time getting to know these people as fellow human beings, rather than it be a transactional relationship in order to. If you take the time to strengthen the relationship on common grounds, you will be able to leverage them in the future for common goals. Don't leave it until you need an answer from them, make sure you have a regular 1/1 in the calendar to stay connected. Your role is built on relationships. It will potentially open the door to customers, open the door to deeper analysis, open the door to new opportunities you were not aware of so building relationships are your key to access more than your day to day work. Your ability to manage not just your own emotions but also to navigate the emotions of your stakeholders can determine the success or failure of your products. Here are some examples of how emotional intelligence comes into play:

  1. Self-Awareness in Prioritization: Product managers make tough decisions, often under pressure. Self-awareness helps you understand your biases and emotional triggers, ensuring that decisions are made based on product and business needs, rather than emotional impulses. It also allows you to read the room; especially if the wrong decision might get made; if you are tapped into those emotions you will be able to pick up what shifts and address it straight away.
  2. Self-Management in High-Stakes Moments: Managing conflicting priorities and tight deadlines is part of the job. Emotional intelligence allows you to stay calm, level-headed, and solution-focused, even when the pressure mounts. Keeping calm and rational during conflict and tight deadlines will leave you with a good reputation of being level headed.
  3. Social Awareness in Stakeholder Communication: Understanding the concerns and emotions of your stakeholders; be it users, engineers, or executives, enables you to communicate in ways that build trust and align everyone toward common goals. If you have strong stakeholder relationships you should already understand all their key problems and needs and their key priorities as compared to other stakeholders; helping you to navigate through these easily and keep them informed frequently through various channels.
  4. Relationship Management in Cross-Functional Teams: Conflict is inevitable when collaborating across teams. Strong relationship management skills help you navigate disagreements constructively, finding solutions that strengthen relationships rather than damage them. Being able to navigate you and your team through conflict requires managing and addressing everyone's emotions and needs until you get to a win win for all.

The Leader’s Role in Cultivating Emotional Intelligence

Leaders set the emotional tone for their teams. If you're a leader, your ability to model emotional intelligence can influence the culture of your entire organization. How you go, the team goes. If you are a toxic leader that micromanages, is not aware of their own biases, treats certain people with favouritism, or is completely laissez faire and hands off; you will have a negative impact. Each leader has a leadership shadow that follows them and will impact other people. If you are a role model that models the organisation's values and has high EQ, people will be more likely to follow you and lean in. If you are a toxic role model and have low IQ, you will see a high turnover, negativity and gossip exist, with performance declining. It is all about who YOU want to be as a leader. Leaders with high EQ are able to:

- Inspire trust: People naturally gravitate toward leaders who are self-aware and who show empathy. When your team trusts you, they are more likely to be open, honest, and collaborative.
- Handle conflict constructively: Instead of avoiding conflict or allowing emotions to fester, emotionally intelligent leaders address issues head-on with empathy, fostering stronger relationships in the long run.
- Promote a growth mindset: By creating an emotionally safe environment where feedback is constructive, teams are more likely to embrace learning and personal development.
- Inspire performance: By role modeling the values of the organisation and being connected through strong relationships, you can inspire motivation through vision and unblock barriers through empathic coaching rather than micromanaging.

Connecting EQ to the Personal Journey of Growth

On a deeper level, emotional intelligence is not just about managing professional relationships; it's part of the personal journey of growth. As human beings, we are constantly evolving, and our professional lives can be a powerful arena for this growth. It is a mirror, for you to see yourself reflected back at you in order to take that opportunity as a moment of self reflection about the part you played in any one moment of time, be it a conflict, be it leading a team, or anything else. It is a flashlight shining the light into the dark corners of self, in order for you to see your shadow. It is only when you can see your WORST self with pure self acceptance, without making yourself wrong, without judgement or criticism, can you then integrate it and strive to be a better self; but to do that, you have to SEE your objective shadow self. Once you have done that, you will find that life just doesn't trigger you anymore, work, people, none of it triggers you. That takes a lot of self reflection and owning your part of any interaction, rather than blaming others for what was said or done.


As we work on our emotional intelligence, we not only enhance our effectiveness as leaders but also cultivate a sense of shared humanity. In professional environments, it’s easy to lose sight of the fact that we are all human beings with emotions, vulnerabilities, and aspirations. Emotional intelligence brings us back to that truth, allowing us to lead with empathy, authenticity, and integrity.

Emotional intelligence is an indispensable trait for all roles, including those like product managers and leaders. By becoming more emotionally aware, we can respond thoughtfully to others, foster collaboration, and build meaningful relationships that extend beyond professional personas. In a world where success is often measured by metrics and KPIs, it’s important to remember that the emotional connections we cultivate with others and ourselves are just as valuable. After all, leadership isn’t just about managing products or teams; it’s about becoming a better human being, every day.

 
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