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I first heard of Bob when he was the president of Sequent Learning, the product management training company. 9:00] Who is responsible for developing product strategy? I’m a big proponent of developing strategy with a team, but there does need to be one person accountable for it. Download the framework.
However, they can also pick up some bad habits along the way. Some bad habits may be from a lack of knowing better but others come from routine and a “this is how we do it”-sort of mentality that too often develops over time in many organizations. 11:03] How did you begin working with bad habits?
Imagine that you have trained hard to run a half-marathon. While common sense suggests that managing a product without the right measurements is not a sensible approach, I’ve seen product teams who did not use any KPIs. Consequently, these teams relied on: Anecdotal feedback : “Customers love our product, they told me so.”
As a product leader, what qualities do you need to cultivate to be able to ensure your team performs to the best of its abilities? Recently I’ve been thinking a lot about teams – what is a team, team formation and development, cross-functional teams , and leading teams.
Strategy and enabling your team to solve problems makes the difference between a boss and an impactful leader. Using the ‘Kernel’ from Richard Rumelt’s ‘Good Strategy/Bad Strategy’, specifically insights and developing a guiding policy allows you to enable your team and avoid micro-managing. Poor strategy is everywhere?—?you
And too often I’ve seen poor leaders resort to micro-management, HIPPO, and dictatorship in order to fulfil their strategies. As a result, I’ve come to value 5 different aspects of product leadership. Shift #1: A leader of leaders The two top things I’ve head people reply to the question “how do I move into Product Leadership?”
For example, I’ve seen organisations where the Scrum Masters work with HR and the developmentteams to recruit new team members. Process and collaboration : Teach agile values, principles, and practises to the product owners, developmentteams, stakeholders, and management. What the Scrum Master Should NOT Do.
And at least in public, Engineering and Product leadership need to be shoulder-to-shoulder , actively supporting each other at every turn. But there are some engineering team configurations that I see as problematic. So Knowing that someone else will clean up our work can drive bad behaviors. In
To help you develop your agile product roadmap, I have created a goal-oriented roadmap template called the GO Product Roadmap. I like to use my Product Vision Board to develop a valid product strategy. The best roadmap is worthless if the people required to develop, market, and sell the product don’t buy into it.
Embracing new technologies like machine learning, micro services, big data, and Internet of Things (IoT) is part of that change, as is the introduction of agile practices including cross-functional and self-organising teams, DevOps, Scrum, and Kanban. Determine the Right Learning and Development Measures.
It also shortchanges your team by denying them opportunities for professional growth. That means they’re missing out on the tremendous value and opportunities that delegating would provide to them and to their team members. When you fail to delegate, you’re not only cheating yourself, you’re cheating your team. 5-second summary.
While sales teams stereotypically rally around contests, talk sports and drink coffee (which is for closers)… developmentteams may sit silently side-by-side-side most of the day engaging in multiple Slack conversations, taking breaks for air hockey or exchanging giphys , and critiquing each other’s code indents.
It defines, communicates, supports, and improves important operations which can be standardized, such as communication, planning processes, team gatherings, and training. How it’s become a critical function for scaling effective product teams. Developing and maintaining a continuing education program for product managers.
1] Figure 1: An Empowerment Model for Product People and Teams Level one represents the authority to decide how features are detailed and guide their implementation. Level three, finally, allows product people and teams to develop the product strategy including the value proposition and business goals.
A little over a year ago, I got the opportunity to start a new team within our sales organization – a team of Relationship Managers dedicated to growing our current customers at scale. To do the first, we had to hire, train, and write a playbook – the building blocks of any team. Relentlessly measure impact.
But many product leaders at the roundtable reported that their teams struggle to make decisions when they feel the data is either inconclusive or not available in sufficient quantities. We discussed a number of coaching and development opportunities associated with this difficulty. CEO vs Product Management.
It’s a term that focuses on the emotional intelligence / emotional quotient competencies that were introduced by Daniel Goleman and remain essential to our craft such as influencing, teamwork & collaboration, leadership, organizational awareness, and empathy. Sue is an engineering lead on a team and Tom is the product manager.
Highly effective Product Managers develop themselves in 5 key areas. In some jobs, you can get by with just Competence, but in the unkempt, fuzzy, team-oriented domain of Product Management, you need both. Without training, it’s like being a trash collector sinking in quicksand, with lunatics lobbing stuff at you.
When companies do not have cross-functional teams, they become siloed and progress slows down. [13:40] It usually starts in the product or engineering teams, but there’s an increasing interest among organizations trying them out and adopting a top-down approach. 13:40] Who creates the OKRs? 13:40] Who creates the OKRs?
My path to product leadership has been through entrepreneurship and product diseases. I learned from these product diseases and developed an intuition after really hard lessons. A vision with this level of detail gives teams enough direction to make decisions. Summary of some concepts discussed for product managers. [1:56]
It’s not just that more diverse teams are more effective and more profitable ( though they are ); but, as Karen Peacock, our CEO, says , “It’s just the right thing to do.”. We all know that it can be incredibly difficult to call out microaggressions or biases when you see them, particularly when you believe they weren’t meant in bad faith.
I redesigned the internal and public web properties and was promoted into my first “product leadership” role. I became director of communications, leading the development of intranets and web applications. Challenges aside, I enjoyed the close-knit teams and easy access to upper management which enabled quick decision making.
According to one Microsoft Global State of Customer Service report , 90% of consumers surveyed said that customer service is an important factor in their choice of, and loyalty to, a brand, while nearly two-thirds (58%) would sever their relationship with a business due to poor customer service. Support teams want it.
They spoke on the topic of leadership, and unsurprisingly it was a fascinating and enlightening discussion, with a lot of great insights gleaned from their respective careers. If you’re short on time, here are a few quick takeaways: Leadership is not just about having a clear vision for the team – it’s also about serving others.
I work in the tech industry & manage a team of around 12 people with a range of product, delivery & engineering skills. As a leader in tech, I have a variety of responsibilities, but I see my main role as building, enabling & motivating teams to deliver great digital products. To my mind, these are the most important parts.
It’s about ensuring that customer experiences align with promises made during product development and marketing. This gap can arise when decisions are based on assumptions rather than solid customer data, leading to misaligned priorities in product development.
Around that time, a healthy startup should have established: A solid team A great product/service with at least one core value proposition A base of loyal and highly satisfied customers Once the founder sees good traction with 50+ enterprise customers and/or thousands of users, they face a dilemma. Are there capacity or incentive issues?
As a product leader, you are the product manager for a leadershipteam, and the tricks you learned in product teams remain valuable, they just need a little tweak. Myths that an organisation tells itself can act as a reality distortion field that masks failing products and poor return on investment. Value Proposition.
Half of the calls I get from CEOs include requests for Product Management to boost productivity in Engineering (aka Development aka Makers). This reflects confusion about what product managers do (and how we really add value), and often poor role definition where product managers are also project/program managers or engineering leads.
I redesigned the internal and public web properties and was promoted into my first “product leadership” role. I became director of communications, leading the development of intranets and web applications. Challenges aside, I enjoyed the close-knit teams and easy access to upper management which enabled quick decision making.
Unfortunately internal promotion isn’t always positive A quick disclaimer: I’m a huge advocate of career development and internal promotion. Product Management is a leadership role which is difficult to ‘start small’. What are the experienced chefs doing, and how does the kitchen work as a team? What job titles do you use?
The fastest growing software companies in recent years all have something in common – they started with little to no sales team. Yes, Slack started off with no sales team. Yes, Dropbox started off with no traditional sales team. billion in revenue) so it’s safe to say Jeanne and her team have helped do exactly that.
If you are new to sales management, it can be hard to know what concrete steps you can take to improve your skills, be recognized, and eventually, rise to a senior leadership role. As a manager, the tasks competing for your attention only multiplies – coaching , training, interviewing, forecasting , planning, and more.
Each person on your team has different needs, responds to feedback in different ways and evolves in different trajectories – and management should always reflect that. Even when you reach the perfect team dynamic – a new hire or budget cut can easily throw things off balance. It was kind of the luck of the draw.
The role of a Scrum Master is primarily one of servant leadership?—?or or “true leadership”?—?and A Scrum Master should recognize that different stages of a Scrum Team’sdevelopment require different approaches: some, teaching; some, coaching; and some, mentoring. and coaching. It is not a mere management role.
I’ve asked friends who do the job at social events and got the same answer, and frequently asked members of my own teams, who struggled to find the time to do it. To compensate, I’ve seen UX researchers & designers pick up the mantle a lot more, and the design teams have really leaned into this space.
It’s understandable that most of us don’t make time for personal development. Who wants to spend time after a hard day of work learning and developing when they could be kicking back with a beer and watching The Crown? A few months ago, I introduced a concept I have developed called the PM, or Product, Quadrants.
If something bad happens locally, like an office losing power, having a copy of important data somewhere else isn’t enough. On a typical day, Grone meets with leaders of the support team, works with developers and answers questions from individual salespeople. With each of these audiences, I apply different skills.
According to our recent State of UX in the Enterprise survey , ‘including research within the product development process’ is now the #1 challenge faced by UX teams in 2019. For me it is crucial to be part of the roadmap creation when developing the UX strategy. But how can you get research into this early stage?
Three mindsets of product development. A team of skilled people operate in conditions of high uncertainty ; a commander sets clear outcomes with some guiding principles ; but we expect the unexpected ; and, we’re trained to take best action , responding to new information as the situation unfolds. Jeff Bezos. A product wall.
As a recovering product manager turned executive coach, I’ve found that there’s actually quite a bit of overlap between building and launching successful products and supporting individuals in gaining self-awareness and building leadership skills. But it’s hard to hear the other person or develop a meaningful connection.
On our side, we have expensive/talented/experienced sales teams that either close their few big deals this quarter or are put on notice. While we don’t know everything that’s been said during a 3-or-6-or-9 month sales effort, good sales teams will have briefed us on hot topics. Roadmaps are shared. Demos are shown. Why Does It Matter?
Building effective teams with people from different disciplines can be challenging due to various circumstances. Teams with multiple functions are instrumental towards staying competitive and succeed. Conversely, to rely solely on a single-function team for brainstorming is a recipe for failure.
Why our industry needs Product Coaches Photo by Jeffrey F Lin on Unsplash Something I’ve observed over the last couple of years has been the rise in product coaching, also referred to as Product Management Consulting or Product Leadership Coaching, among others. I believe our current approach to training and upskilling is suboptimal.
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