Today we’re going to build a search form that instantly filters results using Ruby on Rails and Stimulus, a “modest” JavaScript framework designed to add small bits of interactivity without a lot of heavy lifting.

When we’re finished, we’ll have a list of Players that users can search by name. As they type in the search box, we’ll make a request to the server for players that match and display the results on the frontend (almost) instantly. Here’s what the end result will look like:

If you use Ruby on Rails, you’ve probably heard of Stimulus, a “modest” JavaScript framework for sprinkling in small bits of JavaScript to your mostly-HTML front-end. Instead of reaching for the monster JavaScript frameworks that have become very popular in recent years, Stimulus gives you the tools to add just enough interactivity while relying on plain-old Rails and HTML as often as possible.

To show you the power and simplicity of Stimulus we’re going to build a simple Stimulus-powered implementation of a commenting form. When we’re finished we’ll have a comment form that skips a page turn and neatly renders our new comments as we create them, without jQuery or JS partials — just a little bit of Stimulus-flavored JavaScript and HTML. …

One of the most damaging pieces of advice you can receive as a new product manager is that your job is to say no. This advice, well-meaning and oft-repeated, isn’t wrong but when taken at face value it is incredibly damaging.

Your job as a product manager is not saying no; your job is saying yes to the right things.

This might seem like a silly distinction — in either case, you’re saying no a lot, right? — but your mindset makes all the difference.

How you perceive the idea

When you define your core function as saying no, you approach every new idea closed off, ready to fire off a no, especially if what you are hearing doesn’t align with the plans you already have. When your job is to say no, you look for reasons to throw an idea onto the no pile so you can check the box — “Great job, you did your job and protected the product!” — without giving each new piece of information the right level of consideration. …

Product managers love building new things. It is a driving force behind why many of us decide on this career path; we get to spend all day figuring out what cool new thing to build next.

This love of building stuff serves us well in the early days of a product. Everything is new, you don’t have many users, and you are missing core components of your product’s value proposition. Delivering new features quickly helps you find problems that your users want you to solve before you run out of cash.

Eventually, if you build the right things and all of the pieces fall into place, you get past the early stage of searching for product-market fit and find that you have a growing base of happy users. …

The world of product management is noisy. Your clients are asking for new features. Your sales team needs a magical new feature to close their next deal. Your success team heard from 50 people yesterday about gaps in your product. Noise is coming in from every direction, all of the time.

Learning to process a constant barrage of information from disparate sources into a coherent product vision is vital to success as a product manager.

One mistake that product managers make is becoming too focused on a single input channel. Most often, this happens when a single source is the loudest — the squeaky wheel gets the new feature. To break out of this habit, it can help to identify all of the different input channels that you should be monitoring and clarify the role each channel plays in the product management process. …

Here’s the scenario: You are a non-product person working at a SaaS company. You’re in customer success and you spend your days building relationships with clients, teaching them how to use your product to meet their business goals. You receive a steady stream of product feedback from your clients, and between that feedback and your own thoughts, you’ve got a long list of feature requests that you want to share with your product team.

Because you care about your clients and your product, your goal is to get your feature request ideas picked up by your product managers — how can you make that happen? …