The 7 Hats of Technical Program Managers by Joe Shepherd

Modern work almost never arrives cleanly. It shows up as half-formed ideas, conflicting priorities, tight deadlines, and teams pulling in different directions - often for good reasons. In that space between intent and execution, leaders are expected to be technical, strategic, empathetic, decisive, creative, and commercially aware... sometimes before the real problem has even introduced itself.
The Seven Hats is a practical field guide for navigating that reality.
This isn't another process to enforce or framework to worship. It's a simple but powerful idea: effective leaders shift perspectives on purpose. They know when to think like an engineer, when to slow down like a researcher, when to advocate like a product owner, when to tell the story like a marketer, when to place bets like an entrepreneur, when to design for real humans, and - above all - when to lead as a human being first.
Each "hat" is a way of seeing the work, and a way of responding when things get messy:
Turning ambiguity into systems and constraints
Translating intent into deliverable value
Designing experiences that hold up under real conditions
Learning faster by being wrong earlier
Creating momentum beyond the launch
Making disciplined bets with limited resources
Building environments where people do their best work
Written for Technical Program Managers, product leaders, and anyone building across functions, The Seven Hats blends lived experience with practical guidance. It doesn't romanticize speed, certainty, or heroics. It focuses on clarity, judgment, and the small choices that compound over time - the kind that quietly separate "busy" from "effective."
This is not a book about wearing every hat at once. It's about recognizing which one to put on next, and having the self-awareness to make the switch before the work (or the people) pay the price.
If you've ever felt the tension of being responsible without always having authority, clarity, or perfect information, this book will give you language, orientation, and confidence for the work that actually matters.
You don't need a new process. You need better perspective.

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