Posts Tagged ‘empowerment’

In a startup, it’s common for the c-suite to function as the product manager until product-market fit has been validated.

Once validated, it’s time to build the product for real which would require a product manager to work in a product team that also includes a product designer and several engineers to continue learning and solving customer problems/demands.

As the product grows, so does the business and resources, then before you know it, the product manager is running around trying to keep the product afloat by keeping customers happy, growing the product, validating ideas, managing expectations with stakeholders and ensuring that the product is on the right strategic track. The full breadth of the product manager role is vast!

At the same time of growing resources across the business, it’s essential to consider scaling the product management team, but before this happens you need to define your product lines/areas/verticals, so then you can hire product managers to manage, own and be accountable for a particular product line/area/vertical.

The best way to split up your product into lines is across the core value streams/customer experiences, for example:

  • Cashier – Payment/withdrawal flows
  • Compliance – Login flows/security, regulatory flows, marketing preferences/data protection flows
  • Growth – Acquisition/CRM flows, account, and any MarTech integrations needed to achieve the growth OKRs
  • Engagement – Focusing on driving engagements
  • Community – Initiatives to drive social engagements
  • Gaming Integrations, content management and gaming experience
  • Sportsbook – Integrations, trading and betting experience
  • Web – Providing customers with the optimal web experience
  • Apps – Providing customers with the optimal app experience through the App/Play Store

The Product Manager is fully accountable for the success of their product line, so as well as defining the product vision, KPIs, strategies and product roadmap for their product line, they would also be part of an Agile product team (including a product designer and engineers) who would together manage the product backlog, execute the VMOST, product backlog items (PBIs) and test hypothesis.

Now, letting product teams manage a specific product line (which comes with ownership (autonomy and empowerment)) can be a terrifying thought for some businesses since they often prefer a more controlled project management approach, which is why they just hire product managers (or product owners) and stick them in a scrum team to execute projects from a pre-defined roadmap. Marty Cagan articulates this widespread problem and its impacts well in his recent article on project teams vs. product teams.

Saying this, there are also some challenges when transforming to a product line structure:

BenefitsChallenges
Clear product ownership across the businessManaging cross product line/area dependencies although tools such as Aha! certainly helps
Accountability for KPIs and live product supportMore effort needed on alignment especially on high priority cross-cutting initiatives
AutonomySwitching to a more learning, trust and empowered culture which isn’t always quick and easy
Empowered product teams
Focus on outcomes over outputs
Domain expert knowledge
Efficiency
Ability to continually improve key product areas staying ahead of the competition
Leaders at every level
Product/tech team retention

Essentially, what product lines give you if done effectively, is empowered mission-focused Agile product teams who are motivated to execute the VMOST which they defined for their product area in collaboration with key stakeholders.

The outcome of this is having a best-of-breed product, delivering more customer value quicker.

Very inspiring book by Simon Sinek, where he explains a concept called Circle of Safety, where only when people feel safe will they pull together as a unified team, better able to survive and thrive regardless of the conditions outside.

“When we feel sure they will keep us safe, we will march behind them and work tirelessly to see their visions come to life and proudly call ourselves their followers.”

The book explains well that a title doesn’t make you a leader, but instead leading with purpose having empathy, trust, integrity and creating a safe autonomous environment is key to being an effective leader.

Simon includes stories of the damage which unhealthy cultures can have, includes detailed explanations of the science behind why some teams pull together and some don’t and has fascinating insights into how leadership has changed over the generations which includes an extra chapter on how to lead Millennials.

It’s a must read for anyone responsible for defining and delivering a vision.

In this book L. David Marquet tells a remarkable true story of how he transformed a low performing team of 134 passive followers, into high performing empowered active leaders who received a plethora of awards as a result of their successes.

Marquet explains “You may be able to “buy” a person’s back with a paycheck, position, power, or fear, but human being’s genius, passion, loyalty, and tenancious creativity are volunteered only.”

Having independent, energetic, emotionally committed and engaged individuals thinking about what they needed to do and ways to do it right achieved excellence.

“Simply providing data to the teams on their relative performance results in natural desire to improve.”

Guiding principles the team used to achieve excellence:

🔸️ Initiative
🔸️ Innovation
🔸️ Intimate Technical Knowledge
🔸️ Courage
🔸️ Commitment
🔸️ Continuous Improvement
🔸️ Integrity
🔸️ Empowerment
🔸️ Teamwork
🔸️ Openness
🔸️ Timeliness

Leadership at Every Level!

“Ultimately, the most important person to have control over is yourself – for it is that self-control that will allow you to “give control, create leaders”.”