New product managers have often studied the daily mechanics of the product development process, but tend to be light on soft skills, product strategy, organizational savvy, and market insight. Where do they get into trouble?
Heads of product management teams worry about a different issues than their individual-contributor product managers. More organizationally focused, less product-focused. What’s at the top of their issues backlog?
VPs of Product Management have to create the conditions for individual product managers to succeed. This includes organizational, process, hiring/mentoring and cross-functional leadership — plus buy-in at every level. What goes on a new VP’s checklist?
Ready Product Radio’s Allan Neil talked with me about the difference between managing products and managing product managers; balancing one-off requests against strategic roadmaps; and whether more data is improving product decisions
Stone soup is a folk tale about motivation and cooperation. It applies directly to our work as product managers, since we don’t have the authority to force cooperation or alignment. We have to provide leadership, motivation, and clarity of goals.
We’re filling product owner slots internally, without much regard to skills or long-term success. Or leaving these slots open for development teams to fill as they may. That’s a road to market failure. We need to be thoughtful, intentional and organizationally savvy about picking and mentoring product owners.
Quora question: What kind of politics is involved in the job of a product manager?
My answer: “Politics” has a negative spin to it. Let’s rephrase slightly: Given that no other groups/functions actually report to product management, what are key influencing approaches or styles?