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Showing all posts tagged "Listening" ...

Why the Product Manager Should Also Play Dumb

According to Alpha’s 2020 Product Management Insights Report, product management has entered the c-suite. As product management influences more high-level decisions and business strategies, partner alignment/collaboration becomes key. Yet the time and rigor required to gather/validate consumer insights are often at odds with the agility required to maneuver internal politics, leaving a huge window of opportunity for improved collaboration between c-suite executives and product teams. Beneath all the activities that lead to a product roadmap, OKRs being met, and the cultural alignment eleme...

Product Management: Saying No Without Shutting Them Down

As a product manager, one of the hardest things you have to do is say ‘no’ to ideas, suggestions, requests and urgent demands from customers and internal stakeholders. However, adding the word ‘no’ to your management vocabulary is essential in order to make those difficult product decisions. You can’t be afraid to use it or else you end up with half-baked projects with an archive of features and no finished product. Making these decisions aren’t meant to be easy, but it is necessary. Saying ‘no’ to requests helps provide a focus around what is most important. Remember: you can’t do it all. ...

Why Empathy Is the Key to Success for Your Next Product Objective

The secret to success in software development is an elusive concept. Some companies spend years chasing it down.But the secret to success isn’t something you can put a price tag on, stack on features, or advertise in a marketing campaign. The best asset for a product manager, and the number one determining factor in the success of a strategy, is the people behind the product. You hear it often: human capital is a company’s best asset. It’s true⁠ — software development is mostly about cultivating personal relationships. But there’s more to it than simply "hiring good people." It’s more like:...

To manage a Product Roadmap, you must be a Diplomat, Strategist and Defender

It takes commitment to maintain the high level of trust required for company wide buy-in and follow-through. Here are the 3 roles Product Managers must perform to achieve roadmap leadership: The DiplomatIt’s not our role to dictate through authority where the product should go. Instead, we need to listen to all voices pulling in various directions, then negotiate priorities with clarity and transparency. First, we must lead with our ears and not with our mouth. By leaning on empathy, we can build an open-minded work culture that encourages collaboration, opinions, and feedback, allowing us ...

You accomplish everything through others

Imagine attempting to persuade a stakeholder and it results in increased resistance. So much talk, so much rationale, so many facts. And because your approach was logical — one that leveraged data, your experience, and expertise — friction and disagreement ensues. The Product Manager title alone won’t sway others, nor will it command the attention of stakeholders. Bottom line, we have no power to make other people see things as we do. You aren’t going to win every battle. Leadership is going to be wrong sometimes. Engineers will estimate wrongly. And Sales will always promise things your pr...

Seek engagement from your office community to sell your views

You’re the one who will tell people what should be built and why. So why was it so tough to get engagement from the technical teams? Because people need to buy into your vision and engineers should understand the ‘why’ behind their work and how it relates back to delivering customer value. Nothing creates greater misalignment in an organization and slows execution speed than a conflict of vision and values. In the end, no buy-in leads to no delivery. Listening is about leading with your ears instead of your mouth A common mistake is to declare that you’re the "CEO" of the product. That ...