Fifteen years in the past Ben Horowitz revealed his now well-known memo, “Good Product Supervisor/Dangerous Product Supervisor” during which he posits that “ product supervisor is the CEO of the product”. In numerous methods, I believe Ben was proper on the cash, however right here’s the issue… many a product managers use this line as a justification for his or her conduct, and don’t appear to know that there are each “good” and “unhealthy” CEOs.
When most of us consider this title, we instantly consider energy, autonomy and authority, and herein lies the issue: whereas Ben goes on to explain in some element what a superb CEO (and as a corollary, a superb Product Supervisor) appears to be like like, every of us has a pre-loaded idea of “CEO” in our minds already. It’s a relative time period — a few of us have expertise unbelievable CEOs, and others, horrible ones.
Personally, I don’t like utilizing this analogy due to this motive, and I need to take a couple of minutes to focus on three large points I see with this analogy, and on the finish I’ll share the title I choose to make use of when pondering of my position as a Product Supervisor.
It is a basic management lure that many leaders (not simply CEOs) usually fall into. When the corporate or product is profitable, it is because of their pioneering, faultless management, however when the ship begins to sink, it’s because of these dumb engineers that may’t get two strains of code out with out a whole bunch of bugs. (I’m in fact being facetious, however you get my level).
When your launch runs into points, it’s best to proactively step ahead and handle any detrimental suggestions/hostility from the remainder of the enterprise whilst you work with the staff to search out the best path ahead. I’m not counsel you lie (for instance, if a member of QA forgot to run the up to date regression check, and missed a handful of mission important bugs), however I’m additionally not suggesting you set every other staff members on the chopping block, both. Deal with any suggestions with staff members behind closed doorways, and work as a staff to construct a course of that can higher catch these points subsequent time.
There may be greatness in everybody, and the quickest strategy to squelch a staff member’s potential is to berate them for his or her failures. Alternatively, when the launch is successful, instantly take the chance to share this success along with your staff, and spotlight them. This one is so profoundly easy, however so highly effective. It may be so simple as an electronic mail, or as elaborate as an onsite get collectively full with an awards ceremony. This builds unbelievable staff morale and finally makes your subsequent launch much more profitable, as you might have a extra cohesive, and pushed staff.
Tright here is greatness in everybody, and the quickest strategy to squelch a staff member’s potential is to berate them for his or her failures.
I’ve bought to be sincere with you, pricey reader…there was a time after I genuinely believed this. I’d be in a room with my engineers and a few enterprise stakeholders briefing them on an upcoming characteristic, however I wasn’t speaking with them, I used to be speaking at them.
However then I began listening, carefully, and I discovered myself humbled in a short time. Engineers, designers, model new consumer success reps…they’d some actually, actually good concepts. And never simply options to already articulated issues, however new issues that had been urgent and not-so-obvious, that I had completely missed up till then.
chief takes notes. Follows as much as ask extra questions. For me this ended up wanting like scheduling “innovation classes” or “kickoffs” earlier than I began doing any materials work on a brand new characteristic. I’d put together an issue transient — just a few web page doc or deck that highlighted the issue we had been trying to resolve, after which clarify some early ideas for a way we may probably resolve the issue, after which I’d open it as much as dialogue.
8 out of 10 instances the answer I used to be contemplating ended up altered not directly after that kickoff assembly. If you’re hiring and build up a really empowered staff, it’s best to look to leverage the unbelievable minds round you. Moreover, when these staff members see their concepts make it into the roadmap and finally into useable performance to your customers, they are going to be extra energized than ever earlier than.
I believe this difficulty is much less pervasive at startups, however it’s nonetheless a temptation, particularly for managers of product individuals. Sure, it’s true, as a supervisor or chief you don’t carry the identical duties that your direct reviews do, BUT there are numerous instances the place you can see your self at a fork within the street the place you’ll be able to both roll up your sleeves and knock out some work to offer your report with focus/a break, or you’ll be able to ping them and ask that they context shift and get one thing completed for you, and on the double. This will additionally seem like not studying in regards to the particulars of what your staff is engaged on and simply anticipating them to “determine it out” utterly on their very own.
To leap again on the on-call schedule to assist out a staff member. To open up that Enterprise Intelligence (BI) dashboard yet another time and sift by way of the numbers to search for that perception. As a person contributor product supervisor this may seem like spending thirty minutes wanting into the information your self earlier than bringing within the analyst; taking a stab at some lo-fidelity mockups so you’ll be able to higher talk an idea to your designer; reaching out to that new affiliate product supervisor on the opposite staff as a result of you’ll be able to inform they’re struggling to remain above water.
I’m not advocating that you simply shirk your individual duties or stay in a continuing state of distraction, however I’m advocating that you simply thoughtfully think about what you might be asking others to do for you, earlier than you ask them.
I get it, it’s not as attractive as “CEO”, however I believe it’s much more evocative and consultant of the position. Sure, it’s a must to make numerous selections as a PM, and sure, you do carry a substantial amount of authority, energy and autonomy, however the actuality is that by definition your job is to serve the various, many groups and people round you. Product managers are uniquely positioned at most tech firms on the middle of a really massive wheel, in contrast to actually every other position on the agency.
You serve the client by bringing to market the very best answer to their most urgent issues. You serve your small business by making them extra income/enterprise worth. You serve your product staff by protecting them knowledgeable, serving to them develop their abilities and making the perfect use of their unbelievable skills. The record goes on. You don’t want to stay this in your LinkedIn Bio, however perhaps put it on a sticky notice above your monitor to maintain you grounded and centered on the best issues.
And if you wish to consider your self as a CEO, extra energy to you. Simply ensure you put the phrase ‘good’ earlier than it.
