This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
When leadership asked them to make a decision they got stuck in spin cycles because they didn’t know what they were trying to achieve. Eventually leadership would lose patience and make the decision, perpetually continuing the empowerment disillusionment cycle. They are easy to remember and guide engineers to make good decisions.
The Head of Product Coaching Matthew Ensor and CTO Brendan Wovchko partnered up and decided this was the way they wanted their teams to work together. The company brought in Marty Cagan ’s team to do some training and required all product squad members and leaders to read Continuous Discovery Habits.
Let’s carefully define a “Head of Product” as someone who directly supervises a team of product managers including hiring, work assignments, mentoring, and resolving cross-product disputes. It’s no wonder that folks are confused, frustrated, and fail to get the product leadership they need.
These discussions often get very technical or theoretical: treating roadmapping as a purely intellectual exercise, where our secret ambition is for the world to admire our brilliant algorithms and decision criteria. So I assume that roadmap reviews will surface deeper concerns like…. “Why aren’t we getting more done?”
of leadership roles. I wanted to learn more about what challenges are deterring women from entering leadership career paths in tech. There are very few women in leadership positions and there is a reason for that – it’s not random. So exercising is my best friend. Again…Why? Maybe because it’s harder for them.
Over the last decade, there has been advancements in the product world where the CEO is no longer the only one who calls the shots; now, there is a Product Leadership Team (PLT) who is supposed to work collaboratively with the product manager on defining the next set of features of a product.
And then I realized that there was a lot I needed to coach. I started changing my answer not fast enough from I can do this for you to I’ll help you get it done with coaching resources tools and time right. We call them coaching personal professional development meetings and so some people do it with other people. Loneliness.
To learn more about how real product leaders are approaching this challenge, I recently sat down with fellow Product Talk instructor Ellen Juhlin (who’s also a product coach, consultant, and Senior Director of Product Management at Orion Labs ). Who was deciding on that output? Were they just like, “Yes, let’s do this”?
It was a really useful exercise to get a really tight plan. And that really is an ethos for a leadership style that you want. Making sloppy decisions. But while not driving everyone to micromanagement because it gave everyone freedom on how they’d actually deliver these things. that was one of the key things we learned.
So the way I’ve been kind of trying to coach some teams and just think it through is if we if you were used to managing a person face to face, and now all of a sudden you’re behind a screen, right? And then the leads our leadership team meets for 90 minutes every Thursday. Natalie Nagele. I’m not a morning person.
We organize all of the trending information in your field so you don't have to. Join 96,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content