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The product manager’s journey from Individual Contributor to Chief Product Officer Watch on YouTube TLDR Kimberly Bloomston’s journey from individual contributor to Chief Product Officer at LiveRamp demonstrates the key transitions and skills needed at each level of product management leadership.
While strategy, vision, and execution are critical, there’s a powerful leadership principle that’s frequently overlooked: gratitude. Incorporating Gratitude Into Daily Leadership Incorporating gratitude into your leadership doesn’t require grand gestures. Simple, consistent actions can have a profound impact.
Building the Foundation for Product Vision This activity serves as a bridge between problem validation and product vision development. By identifying and validating solutions before creating a product vision, product managers ensure they’re building on solid ground rather than assumptions.
This article assumes that you are familiar with the product vision board or the key elements of a product strategy : market, value proposition, standout features, and business goals. Vision Captures Product Idea or Business Objective. Additionally, such a vision is hardly inspiring. Target Group is (too) Big and Heterogenous.
Product leaders know that career growth isn’t always linear—stepping into leadership or establishing a product management function can be as complex as it is rewarding. Moving Beyond the Individual Contributor: Elevating Your Impact as a Product Leader Transitioning from an IC role to product leadership is a defining moment in your PM career.
Everyones Pulling in a Different Direction When theres no shared vision, product, engineering, and business teams fill in the blanks differently. Tom put it this way: A storyboard is worth a thousand meetings. When people see the vision, they align faster. Share it with leadership. It aligns quickly. Show it to your team.
Meet Each PM individually to see where theyre swamped or excelling. One participant worried: Leadership is anti-product. Team Values & Vision : If you inherited a scattered crew, anchor them with a unifying statementthis shapes how you collaborate, decide, and deliver. Document issues or friction points.
She shared insights from her experience leading product teams at various organizational scales and helping companies transform their product vision into measurable business growth. She now runs her own consultancy, helping CEOs scale their companies by transforming product vision into measurable business growth.
Be clear on the reason why the meeting is needed. What’s the meeting about? Contrast this with a sprint review meeting , which might help you determine if users can easily sign up for the product. Carefully consider who should participate in the meeting to achieve the objective you have set. 1 Set an Objective.
However, product managers often face even greater challenges when navigating high-stakes situations with senior leadership or dealing with conflicting priorities across departments. If a certain feature or initiative is expected to take longer than leadership would like, explain the reasons behind the delay.
a clear and compelling vision. from ‘ Drive’ All top product leaders know the importance that vision plays in the success of a product. As Marty Cagan states in Inspired : “When done well , the product vision is one of our most effective recruiting tools, and it serves to motivate the people on your teams to come to work every day.”
Meet Brian Fugere , a pro whos navigated the high-stakes terrain of M&A more times than he can count. From surfacing hidden landmines during due diligence to bringing entire product orgs under one cohesive vision, Brians got the battle scarsand the winsto prove it. People issues come first. Technology and processes?
Three Types of Leadership. Each role provides a distinct type of leadership. While I’d like to encourage you to involve development team members and key stakeholders in the visioning, strategising, and roadmapping work, you should lead these activities with the aim to maximise the value your product creates. Lead the Product.
This month, we’re focusing on all things Product Leadership. Before we start diving into the ins and outs of leadership in Product Management, it’s important to ask and to understand what we mean by Product Leadership. they’re in a Product leadership role. Keep an eye out for events, podcasts, blogs, and more!
This individual leads the product team, not by being the boss but by exercising emergent leadership. Instead of sending status reports to stakeholders or having steering committee meetings, the individuals are now actively involved in progressing the product and they actively contribute to its success. Let’s take a look at them.
I’ve chosen quarters in the sample roadmap above, but you can use shorter time frames, of course, if you can meet your learning goals more quickly. For the first two quarters, the area is strategy; for the last two, it is leadership. The fourth and final line states how you intend to meet the learning goals.
Today we cover topics related to culture, teams, and leadership, which are essential to forming and maintaining an innovative environment that enables, encourages, and rewards product management and innovation processes and practices. 3:12] How are Culture, Teams, and Leadership important to product innovation?
1:38] Summit Lessons Learned Meeting. Just like after a product launch, I conducted a lessons-learned meeting with the Summit team to discuss: What worked (best practices). 6:41] Vision: Anytime we’re thinking about a product, vision is a very important aspect of planning to get the team on the same page.
My day was filled with back-to-back meetings discussing org design, hiring, and people issues. The solution requires companies to institute two parallel career growth paths — one that focuses on people management and another that focuses on leadership as an individual contributor , often titled as staff or principal designers.
She guides product leaders through defining their personal product vision then taking the right steps to make it a reality. Connection—help people feel connected to each other and the larger mission and vision of the company. When you meet that person, get to know them. Product management is always about leadership.
At the same time, it offers you, the person in charge of the product, the necessary context to make the right strategic product decisions, for example, the market your product should serve and the business goals it should meet. What is the company’s vision? It is therefore a key input for any product discovery work. How will you win?
Basecamp exemplifies this approach by openly encouraging debate and dissent to refine their vision. If your meetings are full of nodding heads and no pushback, youre not making progressyoure just circling the familiar. Every meeting becomes a performance review rather than a space for creative problem-solving.
These standout episodes offered fresh perspectives on leadership, collaboration, and purpose-driven management. Fifteen Rules of Great Product Leadership What makes a product leader stand out? It’s a comprehensive guide for anyone looking to elevate their leadership game. Listen to the episode here. Listen to the episode here.
For example, ensure that the individual’s role and responsibilities are clear; help the person grow as a product professional, be it by coaching and mentoring them or by encouraging them to attend training courses; offer clear and helpful feedback and hold them accountable for meeting agreed goals. Second, develop the product management team.
Invite the individuals to product strategy review meetings and sprint reviews. Having coffee or lunch together and checking-in at the beginning of meetings can be effective ways to help people get to know each other. Finally, don’t forget to hold people accountable for meeting them, assuming that they have agreed to them.
At the end of this review, I do a Product Leadership workshop with C-Suite and Product leaders, where I show them what good looks like, and they have a chance to reflect on where they are. Siloed Teams : Teams work in isolation rather than collaboratively, resulting in inefficiencies and a lack of unified vision or approach.
Their visions, target groups, needs, standout features , and business goals must comply with the overall portfolio strategy. [1] To get started, create your own Portfolio Vision Board by downloading and adapting the Product Vision Board or by recreating it in your favourite tool.
Product Managers (PM) need to effectively communicate product vision, strategic roadmaps and concepts to a variety of different stakeholders through the different stages of the product life cycle. This may help help to reduce your 20+ person meetings into small group meetings of under 10 people only.
Leaders of product management need agility, influence, trust, empathy, and motivating vision. Product leaders can’t succeed if they neglect people skills and leadership skills. 17:30] Tell us about product vision. Product vision is an inspirational goal that describes the positive change that the product will bring about.
Now that I have experienced AI-augmented product management and leadership, I don’t think I could work for a company where AI wasn’t allowed. However, the reality sets in when they find themselves in meetings with actual CEOs, who have strong opinions and an intimate knowledge of the business.
Tobi remains deeply technical, frequently coding alongside his team, and is known for his unique approach to leadership, product development, and company building. When you’re in a meeting or discussing ideas, don’t be afraid to voice your differing opinion. Is it a rivalry, or a desire to build something better?
Staples of the Product Manager Job Description Most product management job descriptions still list responsibilities for vision, strategy, customer discovery, growth mindset, thought leadership, etc., Who’s going to call a meeting of stakeholders and get them on board? Here’s the honest truth. Who’s going to tell AI what to do?
Lean Product Development gets products that meet all the customer needs out the door quicker, without having to work harder. The Pipeline allows leadership to communicate a ranked list of priorities. Teams meet frequently and communicate, and the vision and work are visualized using Scrum. 6:50] Pipeline. 6:50] Pipeline.
In this episode, Tiffany Price explains how AI affects workplace culture, team dynamics, and leadership. In this episode, Tiffany Price explains how AI impacts workplace culture, team dynamics, and leadership strategies, offering insights for product managers in this evolving landscape.
Most product managers know how to create a product vision, but that’s not the hard part. The extent to which stakeholders get behind your product vision has everything to do with how the product vision is articulated. What is a Product Vision? Why is a Product Vision Important? Your product vision shouldn’t.
Meet our product management experts. Her passion is derived from igniting vision, commitment, innovation, and trust in leadership, development, and marketing teams. What strategies do you use to prioritize your product roadmap? What tools or methodologies do you use? Ian Hassard , Senior Manager of Product Management at Auth0.
At Headspace back in 2016, we had established our product roadmap and success metrics and our mission and vision, but teams were still confused about why we were working on the projects we chose. Product strategy sits in between the mission and vision and the plan, either at the company level or at the team level.
11:03] How is senior leadership involved in product strategy? If there’s any problem in alignment between the product team and senior leaders, that’s a better problem to have than leadership not being involved in product strategy at all. Along with this is the vision—the big picture of your purpose.
This can create tension between product teams and your company leadership or stakeholders —some argue that they can’t coordinate work with the rest of the company without these dates. The golden rule of organizational change is to meet people where they are. This doesn’t mean we can’t commit to outcomes.
This evolution always starts with one thing: a clear product vision. Reinvention requires a product vision : a visual artifact that sets product direction over a longer term time horizon. Product vision is the critical bridge between strategy and execution. An inevitable slide into decline sounds ominous. Here’s how we did it.
Share Leadership and Credit. This sometimes can happen unknowingly, for example when product managers always take on the role of presenting to executives, leading meetings, giving demos, or announcing results. Share leadership and allow others to present results and demo to executives (Image: Shutterstock).
Processes include forums to sync with different members of your team and other teams, forums to get leadership alignment, ensuring high quality of deliverables, and OKR planning. Typically, there are two big phases in bringing a product from vision to launch: planning and execution. How do you set the vision, strategy, and roadmap?
The other path, the one I’ll focus on in this post, continues along the journey of individual contributor : to mastery of the craft of design, to leadership without the need to manage, to above all else shipping great work. Another dimension on which behaviors can be assessed is whether you are demonstrating leadership in your role.
To own a product requires a strong vision for what it can become and achieve. During leadershipmeetings, the product manager may give a status update instead of a recommendation. Having a vision for yourself and your career is just as important as having one for your products and teams.
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