The jump from being a Product Manager to overseeing Product Managers/Owners is a big one. What’s in a Product Leader role, how do we design good product organizations, and how do we work across the organization to get good product work done?
What: Product404’s podcast, hosted by Kent Keirsey Recorded: 14 April 2020 Length: 46 minutes _______________ Product404 is an Atlanta-based product community, normally hosting in-person events. Kent Keirsey is turning this into a podcast series (for now). Kent and I talked at length about product leadership; smokejumping into companies; moving up the career ladder; helping those who need it (in the current COVID-19 crisis and more generally); paying it forward; and what product management interviewing feels like on the other side of the desk. Give a listen.
Rich Mironov was MC for Australia’s largest product conference in Melbourne and Sydney (October 2019). Organized by Brainmates, this year featuring Radhika Dutt, Bruce McCarthy, John Zeratsky, Sally Foote, and Audrey Cheng — plus Rich’s personal reflections on three decades of increasing visibility for product management.
Career paths for product folks are murky, with most of us falling into product management accidentally. Opportunities for advancement can be just as unclear. How do we think about product leadership roles, and how might we pursue them?
I talk with lots of senior individual contributors about the risks and challenges of moving “up the ladder” into product leadership roles. Here’s a survey I fielded to capture their top questions and concerns about getting promoted. What do product leaders do? How do product managers signal their interest in becoming one?
Many product managers operate in an environment where there is an absence of a product leader or chief product officer. Others work remotely and operate without a solid management anchor. This podcast discusses the challenges and opportunities for product managers without a product leader.
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?
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.