© mica 2003 overcoming product management challenges through leadership skills russel horwitz mica...
TRANSCRIPT
© MICA 2003
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
© MICA 2003
The Reality for Many...
“I don’t have time to be strategic – I’m too busy fighting fires!”
“My organization does not understand product management.”
“Sales drives product strategy – there is no appetite for strategic thinking...”
© MICA 2003
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
Product Manager
CustomerService
R & DLogistics
Advertising
TopManagement
Sales
Purchasing
MarketingResearch
Legal
Customers
Finance
Production
© MICA 2003
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
The PM’s positional authority is typically low
Therefore, taking responsibility for your product line requires the ability to influence others
Having the right answer is not enough
Having the right answer and a good argument is also not enough
The ability to influence others requires excellent relationships
Developing excellent relationships requires excellent “people skills”, especially conflict management
© MICA 2003
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
© MICA 2003
Conflict Management - Tips
Degree of focus on your own
needs
Degree of focus on the needs of the other party
Compete
Avoid
Compromise
Accommodate
Collaborate
Low High
High
Low
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
© MICA 2003
Delegation & Time management - Tips
Top priorityfor PM’s
Dump Dump and explain
Important
Not Important
Not Urgent Urgent
Delegate if tasks can be done satisfactorily by others, or else do yourself
© MICA 2003
What can be Delegated?
Don’t delegate:
MRD generation / product strategy
Feature prioritization
Internal build/buy decisions
Reseller agreements
Sales collateral
Pricing
Major customization decisions
1st line sales support
Think about delegating:
Project resourcing
Resolution of serious bugs
Prioritization of non-critical bugs
Engineering change orders, BOM changes
Quoting
Software release planning
Sales forecasting
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
© MICA 2003
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
Limit your use of e-mail, both sending and reading
Commit yourself to running excellent meetings – ask for feedback
Take long vacations (at least 3 weeks)
© MICA 2003
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 self-awareness
© MICA 2003
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
© MICA 2003
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
© MICA 2003
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.
Who are we?
© MICA 2003
Our Strategic Talent Management Services
We help you:
Articulate your talent needs
Frame your thinking against world-class standards
Assess your people and identify gaps at the individual and organizational level
Align and develop your team to deliver against your strategy and goals
Accelerate the development of your leaders at all levels
Evaluate and improve your HR systems and practices to create a platform that supports and grows talent
Develop and embed these organizational capabilities
© MICA 2003
Performance and profit start with the right people. MICA helps you make smarter people decisions.
Our selection experts:
Define talent requirements
Conduct in-depth assessments of executive, management and sales candidates
Develop customized behavioural interview protocols and training
Design and implement assessment centres
Validate selection systems
© MICA 2003
Aligned and engaged teams outperform. MICA helps you build a winning team.
Our consultants have the know how to:
Align talent management strategy, policies and practices with business goals
Implement performance management systems
Measure and improve employee engagement and satisfaction
Align culture with strategy
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
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:
Facilitate talent reviews
Identify and accelerate the development of next generation leaders
Assess candidates for promotion
Distinguish top talent from the rest
Implement, assess and improve succession planning processes
© MICA 2003
Selected Clients
AT&T
Boeing
CREO
Hewlett Packard
Honeywell Video Systems
IBM
Kraft General Foods
Pivotal Corporation
Microsoft
Motorola
Netcom
Rogers AT&T Wireless
Royal Bank
Sierra Wireless
United Way
Xantrex Technology
© MICA 2003
End
If you have any further questions about this presentation or MICA, please contact:
Russel HorwitzPh: (604) [email protected]