Starting to manage others (e.g. Group PM / Head of / Director) is one of the biggest steps you make in your career. Your scope has gone from 1 team to perhaps 3-4, but instead of doing the work directly, you need to get someone else to do it. The combo of increased scope and indirect influence can be very challenging (it was for me!) So how do you thrive? A few thoughts: 1. 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝘀𝗲𝘁𝘁𝗶𝗻𝗴 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 The better you can brief people, the better they will perform. Invest in giving context and references. Build templates and examples, and take the time to give detailed feedback. You can’t fix everything at once, so work through the key artefacts people use in order (e.g. backlog > PRD > team overview) 2. 𝗜𝗻𝘀𝗽𝗲𝗰𝘁 𝘄𝗼𝗿𝗸 𝗼𝗳𝘁𝗲𝗻 You are ultimately accountable for work done by your reports. You always need to know how it's going so you can get involved where needed. That means seeing the work or detailed conversations. Check work early, when it's easier to course correct. You don't add value by doing the work for your team; that's micro-managing. But you can't feel like your team is a black box. 3. 𝗕𝗲 𝗮 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 𝗺𝗮𝗰𝗵𝗶𝗻𝗲 To manage multiple work streams and have enough time to properly support people, you need to be extremely rigorous with your milestones and deadlines. When is the final deadline? What check ins do you need leading up to this? Send timelines and reminders so everyone is clear on what is due when. You can’t over communicate. 4. 𝗦𝗲𝘁 𝗵𝗶𝗴𝗵 𝘀𝘁𝗮𝗻𝗱𝗮𝗿𝗱𝘀 Most new managers shy away from addressing poor performance because they are not used to it, and no one enjoys personal conflict. But dealing with under performers is WAY easier when tackled early and proactively, before a) you’ve had to deal with the repercussions of them delivering poor work b) it hasn’t consumed all your time and energy and c) it’s easier to deal with compassionately because it’s not a surprise. 5. 𝗬𝗼𝘂𝗿 𝗽𝗲𝗲𝗿𝘀 𝗮𝗿𝗲 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺, 𝗻𝗼𝘁 𝘆𝗼𝘂𝗿 𝗱𝗶𝗿𝗲𝗰𝘁 𝗿𝗲𝗽𝗼𝗿𝘁𝘀 Whilst it’s tempting to think your closest colleagues are your direct reports, your team is actually your peers in engineering, design and across the rest of the business at the same level as you (e.g. Head of Design, Head of Engineering, etc.). You don’t lead a group of PMs for the benefit of the product org. You are the product representative for the business. Be as close as possible to your peers. 6. 𝗬𝗼𝘂 𝗰𝗮𝗻 𝗱𝗼 𝘁𝗵𝗶𝘀 Imposter syndrome is common, and mistakes are normal because this is new. But you've been promoted / hired for a reason. Just keep learning and doing your best. You're doing great. For templates you can adapt and share with your team to set expectations check our list: https://lnkd.in/efewjapP Visit Hustle Badger for practical advice for product leaders DM me to learn how we can upskill your product team
In #1 you touch upon giving context and references, but I would add another, more explicit point. To be a great manager you must never forget the craft itself. This requires doing the actual work directly too at times. This inspires your team and also gives them an even clearer reference of what great work looks like to you. Too often managers end up straying too far from the actual work that’s being done. What do you think? Ed Biden
I am not sure what point 3 is and what it is trying to convey different from others. Infact, PM leaders should NOT be process machines or people, we navigate any process to meet the end result that is favourable to customer and business. The most underrated is point 2 - lot of leaders think it is micro-management. Brian Chesky explains that really well in his conversation with Lenny. Thanks for this!
I would add, to be a leader at any meaningful level, you must have a personal vision. Something which drives you to out perform your peers. Money, titles, and authority don’t make you excellent, you have to bring quality to the table.
I think I got a problem here with the infographic, especially with some of the lower level definitions. I don't care if your title is product owner or associate product manager, all those are titles. Product management is the job, and that means connecting what the team's output, to the outcomes the customers want in a way so delightful differentiated that it moves the needle for the business. Anything else, then it's just jira slinging ticket monkey time. I also think that it is rubbish that those further into their PM our focusing more on process rather than fine tuning the vision and strategy for the product line or product In a way that enables the entire company to pull in the same direction, while empowering the people who directly report to them in a way they can prioritize based on outcomes over outputs.
Love this. Also, other career ladders are available. You don't need to be a manager to progress in product. https://medium.com/@susanavlopes/the-seniors-the-staffs-and-the-principals-c1ae2bccb182
As usual, a clear-cut approach to the product ladder by Ed Biden. My only "grain of sand" to readers here is that they focus more on the responsibility side of the image and less on the job titles. In some companies, you have Heads of Product doing what Ed labeled as SVP or even CPO roles (been there 🤷🏼♂️!). In others, you are named Director but act more as a Group PM.
Nicely summarised. The titles and the levels vary with the size of the organization but this reflects a good, general set of expectations. And not only for Product but for leaders irrespective of the function.
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2moIn my experience, “head of” is mostly found in startups and exists in the “product leader” level, as they literally lead the function and represent product on the leadership team. I think it’s odd when there are “head of product” roles in large companies with lots of layers. That’s just a Dir/Sr Dir role who does not run the function or represent product on the company’s leadership team. As a practice it’s confusing to name a role head or product when they aren’t actually the head of product at the company and instead are a middle management role.