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Listen to the audio version of this article: [link] Why Conflict Matters Conflict is often seen as something bad that should not occur. Think of the salespeople, marketers, and customer support team members, as well as the UX designers, architects, programmers, and testers you might interact with. But in fact, it’s perfectly normal.
The conversation tackled two questions that are defining modern product leadership: How do you make coaching actually work inside product teams How do you embed discovery into everyday work without burning people out or wasting time If you are building product with a team right now, these challenges probably feel familiar.
How product managers can move from ideas to action Watch on YouTube TLDR In this episode, I speak with Atif Rafiq about how senior product leaders approach strategy development and execution. In this episode, he shares some insights from that workshop and his experience in product leadership.
I wanted to share with you the framework I use when doing this. I then do various interviews with executives all the way to Product Management team members and surrounding functions. Below is a brief overview of the framework that I use and a few signs of where you should start if you want to run this exercise yourself.
Productside | Product Management Courses & Training How WellNest Rebooted Product Strategy (eBook Preview) When product teams get stuck in backlog chaos, stakeholder noise, and reactive shipping, its not a process problem. Shes just come out of a leadership briefingand its not good news. Its a product strategy problem.
First, I did not know how to frame, develop and present product strategy in a systematic way, and second, as a startup, my company has not historically had a good track record of strategy being developed outside of senior management (read: founder). This framework covers five major questions: What do we aspire to be?
After stepping down a few weeks ago, he’s spending his newfound time crystallizing his most important leadership lessons learned over the past decade. Sadly, the organizational and senior leadership failure to even recognize the major role change is rampant. If you are a new skip lead or hope to be one soon, this is for you.
A four-layer framework to create a winning product strategy Today we are talking about creating product strategy. 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.
At JCDecaux, I led the development of an information kiosk for airport passengers. Passengers are also able to view hotel information and use the devices to speak to the sales team of the hotel. In addition, choosing the wrong product management framework added to the failure of the launch. No one liked the product.
So I’ve been on the hunt for a framework that actually helps you measure and increase your velocity. From the creators of DORA, SPACE, and DevEx, and in collaboration with Laura Tacho and the team at DX , I’m excited to introduce you to Core 4. Her background is in developer tools and distributed systems.
I’ve been on a journey when it comes to PM developmentframeworks. Leadership behaviours Some traits which are ‘above and beyond’ and highlight that a person is capable of stepping up. They are already fantastic, but I can bring the guidance that I never had to make them even better, even faster.
Sue, the Scrum Master , wanted to help the developmentteam get better at sprint planning. But the team still over-commits and under-delivers. It is therefore important that you exercise leadership and address the people issues you are encountering even if this can be challenging and require courage at times.
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?”
So, it was natural that we should want to develop a talent growth plan for our people. Each month we send out an NPS survey to assess whether the company is being a great place to work, but a few months ago I also sent Google’s manager feedback survey to my team of 10 product managers. Team execution and development.
It can be hard to reach the required level of buy-in without using design-by-committee , brokering a weak compromise, and agreeing on the smallest common denominator—which is hardly the foundation of a successful product. This approach makes it easier to reach unanimity and consent without making weak compromises.
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
I realize that many product people have never worked in a product trio , don’t have access to customers, aren’t given time to test their ideas, and are working in what Marty Cagan calls “features teams” or “delivery teams.” If you missed the first one on product success and team satisfaction , be sure to start there.
Most support teams have seen an influx of support queries since COVID-19 hit – and those issues are more complex than ever. According to recent research, however, many teams aren’t sufficiently equipped to meet these new challenges. Download your copy of the thought leadership paper now. Sound familiar?
You might feel weak. Or, you might worry your colleagues see you as weak or incompetent. See Leadership Tip #4: Admit When You Don’t Know.). Many of us know what that feels like as a technical team member. Don, a CIO, attempted to “install” a common agile framework. He asked about the framework.
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.
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. Open discussion is the best way to explore this.
Here’s what we learned about product leadership. Developing Your own Team. Product leaders have many questions – and even more answers – about how best to develop and empower their teams. Your first task as a leader is to set the vision of the team and make sure that the team is set up to deliver it.
Productside | Product Management Courses & Training Refining Product-Market Fit and Scaling B2B SaaS Products Most startups dont stall because of bad ideasthey stall because they stop refining their product-market fit and what works. Her 3-step framework: Identify overlaps. Everyones chasing the next AI feature or untapped market.
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. Here are 2 actions you can take to develop your Craft Competence: Craft Competence ?? and others feel that.
Furthermore, in order to ensure that product teams don’t become too risk averse to learn from their failures and iterate their way to success, a few cautions are warranted in evaluating product teams. The last thing that product teams need is a leader who tells them: “You either succeed or you’re out.” Watch What You Measure.
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. Two colleagues and I built a framework that translated our intuition into steps for building world-changing products systematically.
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.
In Part 3 of our Product Leadership Forum recap, you can see an overview of the remaining insights from this year’s #mtpcon London Product Leadership Forum (if you missed them, you can take a look back at Part 1 and Part 2). The team won’t respect me if I’m not technical”. Leading Smart People. I’m an imposter here”.
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. What can be cut first?
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?
Much has been written about the process of creating product roadmaps, not least the six great articles written by my own team. I believe the actions of a product leader all too often are the root cause of a “bad” roadmap. Without thoughtful leadership around them, it may not be in product manager’s gift to achieve a “good” roadmap.
On June 26, 2017, English football team Crystal Palace enthusiastically announced the appointment of the great Dutch defender Frank de Boer as its new manager. He announced he would take a middling team and turn them into a whirring, possession-based team emulating the lofty ideals of Total Football. The Parable.
In this #mtpcon London talk, Kate Leto examines the importance of emotional intelligence in individuals and teams and asks how it can be used to make better hiring decisions. If we want to build greater emotional intelligence into our product teams, then we need to design our hiring processes to look for it. Key Points. Hire people.
As I waited to speak with the exec team, my mind buzzed with voices: You got this. You're an internal team, each part with its own perspective and purpose. This is your natural leadership state, which is often obscured by other parts. Don't show any signs of weakness!" All key aspects of effective leadership.
Here's a framework I use with my coaching clients: Tactical thinking : How do we solve this problem? Consider drafting a strategy yourself, using frameworks like the Strategy Stack. This proactive approach can spark valuable conversations and align your team's efforts. It's not just about getting things done.
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. For LB, this means having a consistent, well-defined rallying cry for her team to get behind. Improve your organization, not just your team.
One of the critical tools that can help product managers improve customer satisfaction is the SERVQUAL model or Customer Service Gap model , a framework for identifying and addressing gaps in service delivery. It’s about ensuring that customer experiences align with promises made during product development and marketing.
Realising it would be safer to diversify, he’s gone on to spend the last 30-plus years working with more than 90 organisations across the world in interim leadership roles and consulting. We talked to Rich about leadership, how to make sure that your next job is with the right company, and how to win friends and influence people.
This led me to reach out to 14 leading Product Managers and talk with them about how they use customer feedback in their own companies and teams. Frameworks like Jobs-to-be-Done are extremely helpful in determining exactly what the product is supposed to be doing for its customers — that is, the needs it serves.
We’ll hear from several members of the product team at Ramsey Solutions about their not-so-smooth transition to working in product trios, especially when it came to getting engineers to participate. Meet the Continuous Discovery Champions at Ramsey Solutions The product team at Ramsey Solutions is 40+ squads strong.
On the other hand, the Scrum Master theses also cover, for example, the relationship with the Product Owner, they deal with agile metrics, and how to kick-off an agile transition, thus moving beyond the original framework of the Scrum Guide. The role of a Scrum Master is primarily one of servant leadership?—?or or “true leadership”?—?and
With a jobs-to-be-done template, you can easily transform your customer interviews into actionable insights and develop an engaging product with high chances of success. What is the jobs-to-be-done framework? The jobs-to-be-done framework is a method for developing products.
One of my all-time favorite quotes in our industry comes by way of the legendary VC, John Doerr , where he argues that "we need teams of missionaries, not teams of mercenaries.” Teams of missionaries are engaged, motivated, have a deep understanding of the business context, and tangible empathy for the customer.
It’s like developing a sixth sense for product success. How can we assess the level of product sense in PMs, designers, and developers? Let’s revisit the framework. Share People-First Leadership 2. Is product sense an innate skill, or can the ‘art’ side be developed? The secret?
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