Reading the tea leaves

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One of the most fascinating parts about being a biz owner as a product person, is that now I get to really exercise my PM crafts. I now product manage myself instead of product managing a product that is owned by my employer, which has surprisingly (or unsurprisingly) helped me 10x my own PM craft, making me a much better PM than I ever was.
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As a PM, I am naturally wired to think about ways to optimize for retention. Retention is when clients decide to continue working with me after the initial agreement ✨
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Through various tests and experiments, I found that helping clients "read the tea leaves" at work is one of the top needle movers for improving retention.
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"Reading the tea leaves" means that I help clients interpret subtle cues, understand the unspoken organizational and political dynamics, and anticipating potential outcomes for them at work.
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I "read the tea leaves" by recognizing patterns in organizational behavior, interpreting leadership signals, and anticipating changes in team dynamics. I can also tune into their energies to get intuitive downloads from the universe to channel insights that they will resonate with.
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Using these insights, I advise clients to pay attention to subtle cues at work, from changes in their communication patterns to shifting their priorities.
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We also work on gathering broader context to help them connect seemingly unrelated events to form a clearer picture, which amplifies how they communicate crisply to leadership.
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As a result, they are able to navigate organizational dynamics and politics, and become better prepared for organizational changes, which all lead to increasing their confidence and overall satisfaction.
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How these shifts manifest looks different for each client:

1. One client transitioned from a Super IC to managing a team of PMs, and is now on track for their promo to Director.
2. One client successfully launched a new product with 2x-3x impact that drove significant metric wins less than a year into their Tier 1 dream company after successfully getting buy-ins from PM and Eng Directors.
3. One client navigated tricky situations with a new manager who didn't recognize their work despite a good track record and evaluation from the previous Director. They are now thriving on a new team after multiple sudden reorgs.

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