Product Management Through Leadership - Vpma

Overcoming Product Management Challenges through Leadership Skills Russel Horwitz MICA Management Resources Presented at the Vancouver Product Mangement Association Meeting 17 November 2004 © MICA 2003

Product Management Defined

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The Reality for Many... 

“I don’t have time to be strategic – I’m too busy fighting fires!”

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“My organization does not understand product management.”

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“Sales drives product strategy – there is no appetite for strategic thinking...”

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I am a Product Manager – what is my career path? “Product management is one of the most common training grounds for senior executives. Many VPs and CEOs were formerly product managers. The joy (and sometimes pain) of product management is it’s horizontal nature, working with Sales, Development, Marcom, Finance, Professional Services and senior Executives. Product management is where we learn to lead through influence rather than mandate.” Barbara Nelson, Pragmatic Marketing © MICA 2003

The PM’s Role Logistics R&D

Advertising

Customer Service

Top Management Product Manager

Production

Finance

Sales

Purchasing

Customers Legal

Marketing Research

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Product Management Paradoxes  Taking responsibility without authority  Making unpopular decisions while preserving relationships  Tactical task overload vs. the need for proactive (strategic) work  Generating enthusiasm while taking criticism

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Taking Responsibility without Authority 

The responsibility for your product line is neither shared nor conditional – it’s YOUR baby

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The PM’s positional authority is typically low

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Therefore, taking responsibility for your product line requires the ability to influence others

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Having the right answer is not enough

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Having the right answer and a good argument is also not enough

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The ability to influence others requires excellent relationships

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Developing excellent relationships requires excellent “people skills”, especially conflict management

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Making Unpopular Decisions  You cannot lead effectively without the ability to do what’s right in the face of many opposing views  The key is to have buy-in from key stakeholders  Getting buy-in requires the ability to influence others  You can preserve your relationship with those negatively affected by drawing on solid relationships built over time, and by properly managing the fall-out of the decision  The above requires excellent “people skills”, especially conflict management

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Conflict Management - Tips High

Compete Degree of focus on your own needs

Collaborate Compromise

Avoid

Accommodate

Low Low

High

Degree of focus on the needs of the other party

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The trick is to know when and how to operate in the 5 modes © MICA 2003

Balancing Tactical vs. Strategic Tasks

 In the long run, you will be measured on the strength of your strategy  In the short term, expect to be swamped with tactical tasks  Tactical task overload must be managed to create the time and space for strategic work  This requires two important skills, namely - Delegation - Time management

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Delegation & Time management - Tips Important Top priority for PM’s

Not Important

Delegate if tasks can be done satisfactorily by others, or else do yourself

Dump

Dump and explain

Not Urgent

Urgent © MICA 2003

What can be Delegated? Don’t delegate:

Think about delegating:

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MRD generation / product strategy

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Project resourcing

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Feature prioritization

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Resolution of serious bugs

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Internal build/buy decisions

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Reseller agreements

Prioritization of non-critical bugs

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Sales collateral

Engineering change orders, BOM changes

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Pricing

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Quoting

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Major customization decisions

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Software release planning

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1st line sales support

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Sales forecasting

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Internal purchases / Logistics © MICA 2003

Delegation & Time management – Tips Cont.  If you are a perfectionist – STOP today!  “Enough” is when the desired outcome is assured  Anything beyond that only contributes to dropping other balls and your own stress!  Experience and good intuition can save A LOT of analysis  When delegating, focus on the goal, and not how others get there

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Delegation & Time management – Tips Cont. 

Don’t attend firefighting meetings, unless others do not have the ability to solve the problem at hand -

Try: “please make your best call on what to do” … and then get out of the way

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Limit your use of e-mail, both sending and reading

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Commit yourself to running excellent meetings – ask for feedback

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Take long vacations (at least 3 weeks)

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Generating Enthusiasm While Taking Criticism  As a decision maker, you should expect constant criticism  You have a leadership position – your team will only be as positive as you are  Dealing with this paradox effectively requires selfawareness

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Self-awareness - Tips  Admit it when you don’t know something – and get help  Remain non-defensive when attacked  Know when to say “Sorry – I screwed up”  Forgive others an move on  Ask your biggest adversary for feedback  Reflect often! “Sometimes when you innovate, you make mistakes. It is best to admit them quickly, and get on with improving your other innovations.” Steve Jobs © MICA 2003

Suggested Next Steps  Get a 360 degree assessment to help surface your strengths and weaknesses - Identify one weakness that presents a barrier to

performance - Develop an action plan to overcome it - Consider how your strengths may assist • e.g. Strong relationship skills can be leveraged to drive unpopular decisions

 Get a mentor / coach © MICA 2003

Thanks for your time … and good luck!

www.micaworld.com

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Part 2 - About MICA  Material on the following slides was not presented at the Nov 17 Vancouver Product Marketing Association meeting  It has been included here to let you know who we are and what services we offer that may assist your company in achieving success

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Who are we? MICA is a consulting firm that helps clients - select, align, develop and advance - the people required to achieve measurable business results. We call this Strategic Talent Management.

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Our Strategic Talent Management Services We help you:  Articulate your talent needs 

Frame your thinking against world-class standards

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Assess your people and identify gaps at the individual and organizational level

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Align and develop your team to deliver against your strategy goals

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Accelerate the development of your leaders at all levels

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Evaluate and improve your HR systems and practices to create a platform that supports and grows talent

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Develop and embed these organizational capabilities

and

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Performance and profit start with the right people. MICA helps you make smarter people decisions.

Our selection experts: 

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Define talent requirements Conduct in-depth assessments of executive, management and sales candidates Develop customized behavioural interview protocols and training

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Design and implement assessment centres

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Validate selection systems © MICA 2003

Aligned and engaged teams outperform. MICA helps you build a winning team.

Our consultants have the know how to: 

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Align talent management strategy, policies and practices with business goals Implement performance management systems Measure and improve employee engagement and satisfaction

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Align culture with strategy

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Optimize teams © MICA 2003

Strong businesses are built by strong leaders. MICA helps you develop these leaders - at all levels.

We have the expertise to help you: 

Define leadership requirements based on your strategy

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Implement 360° assessments and feedback

 Create and execute development plans  Coach and train  Design and facilitate Action Learning  Conduct Best Practices research © MICA 2003

Sustainable success requires a pipeline of talent. MICA helps you get the right people ready.

Our team has the expertise to: 

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Facilitate talent reviews Identify and accelerate the development of next generation leaders

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Assess candidates for promotion

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Distinguish top talent from the rest

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Implement, assess and improve succession planning processes © MICA 2003

Selected Clients AT&T

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Boeing

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CREO

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Hewlett Packard

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Honeywell Video Systems

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IBM

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Kraft General Foods

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Pivotal Corporation

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Microsoft Motorola Netcom Rogers AT&T Wireless Royal Bank Sierra Wireless United Way Xantrex Technology

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End  If you have any further questions about this presentation or MICA, please contact: Russel Horwitz Ph: (604) 642-5241 [email protected]

© MICA 2003