Hello readers, I am resuming writing here after a year! I hope to be more regular going forward. I am also changing the book review format a little this time, in order to make it more legible and understandable for the readers
The book Strong Product People by Petra Wille is a recommended one for a product leader managing other PMs. If you have been a fan of Marty Cagan’s writings, his foreword does give confidence on the content of the book. The book is neatly divided into five segments and my reviews follows the same
- defining the product manager role in your environment and what it means to be a good PM
- managing your team
- finding and recruiting good PMs
- developing your existing product team
- building a great product culture
Defining the PM Role
The author likens the role of a product leader to that of a building the shipyard i.e. leading the folks who build ships or ship builds (pardon the pun!). Almost all the activities a head of product (HoP) does can be centered around product, people, and process triangle
In the second chapter, focus is on doing an as-is analysis of PM capabilities. Every PM needs to be assessed as Gets it, Wants it, Capacity to do it labels on all competencies defined for a good PM role. This grid should give you an idea about org capability and specific development gaps you need to bridge
Figure 1: The job of a product manager
As Marty Cagan says the only true measure of the product manager is the success of his or her product, I couldn’t agree more!
Managing a PM team
Being highly self-aware is the starting point of any leadership journey. An A-grade leader can be defined as someone who
- inspires and motivates others
- displays high integrity and honesty
- solves problems and analyzes issues
- drives for results
- and communicates powerfully and prolifically
The very best leaders understand that management is all about people and building strong relationships and trust. A great leader has to understand his people outside work and spot interpersonal tensions and react to them appropriately before they become worse! A leader’s behavior is also very closely watched by his people so leading by example becomes extremely important. As leader you have to also set benchmarks for good performance since everyone’s watching to see what the lowest level of PM performance is that you as HoP are willing to tolerate. You have to also follow through on your commitments!
A PM leadership role is supposed to be that of a coach and the author lists very practical steps; before you as HoP can put on your coach’s hat. First you have to ensure that your PMs are high on competence! Also when you are coaching a PM, you have to tame your advisor’s instinct and let the coachee find the way by asking her the right question at the right time! You have to also keep experimenting with different aspects of your coaching: the setting (for example, less-formal settings vs. more-formal settings), the frequency of your coaching sessions, different questions, approaches to follow-ups, different coaching frameworks, and so on. And then do more of what works in your context!
In terms of managing performance expectations with your team members, the author refers to the Radical Candor approach i.e. care personally and challenge directly. It’s your job to balance both sides! You have to also focus NOT on your fears but what they NEED. When providing negative feedback, it should also be not tied to personal traits but to specific behaviors. It goes without saying that providing negative feedback needs more work on HoP’s part than a positive feedback would
You should absolutely find time for people development discussions and not postpone those in favor of “work” related ones. This can sometime mean you have to tie your people development goals to your bigger work and life goals (e.g. “I want to build the best ecommerce product talent here and this is my opportunity to do so!”)
Finding and recruiting the PM talent
When hiring for product people on your team, you have to assume direct responsibility and work with your talent acquisition team to attract the best talent out there which means being personally visible on channels which matter to the talent pool. When screening candidates especially for leadership roles you have to focus more on how well they understand the problem and whether they have gotten things done with a team. When onboarding a new PM, you have to focus on getting her first educated guess made as soon as possible! You have to be superprecise in terms of setting expectations with your new hire! (side note:you will see so many super- prefixes throughout the book!)
Figure 2: A typical PM’s career progression
On the other hand, while working with senior PMs – HoP should think about mastery, autonomy and sense of purpose as key levers to drive true motivation. You should also plan one big change for your senior PM talent every year!
Developing your existing product team
When you set strategy and vision for your product, you have to focus on one or two critical issues in your situation i.e. the pivot points that can multiply the effectiveness of effort—and then focus and concentrate action and resources on them. In short, you have to ensure your strategy is how to achieve your vision and why for your roadmaps!
Figure 3: A simple framework for creating product vision, strategy, goals and principles
The author gives a practicable tip to get PMs find new ideas and assumptions through a term called desk research which is an umbrella term for finding some statistics, user research etc..essentially the objective should be to build right things than just building any thing
PMs are always starved of time, this problem is compounded by Parkinson’s law (work expands to fill the time available!) and our natural tendency to procrastinate. The author offers a practical advice around timeboxing any activity which should objectively ensure reasonable time given to important activities without above factors affecting the time invested adversely
Similarly when choosing which meeting to attend, every meeting should be slotted into one of the three types: update, brainstorm and decision. The PM should be clear what every meeting’s objectives are and only attend the ones she absolutely should
Figure 4: choosing which work to finish first: rocks (big ones) should go first!
HoPs should also invest enough time especially with their junior PMs to help them hone their story telling skills (don’t leave them alone here!) and also be able to explain why something is not getting prioritized to their peer groups. Just for reference, a good story has 4 components
- It paints a picture of a desirable future
- It makes it clear why you should become part of this future
- It acknowledges the current situation while describing the potential difficulties that may arise and why it’s worth overcoming them
- It suggests a common goal with just enough information to make next steps clear for listeners
In order to make a message stick, you should avoid using words more often used in your org context or jargons etc. They make the core message lose some shine!
Building a great culture
As HoP, you have to create space for your product talent to succeed. If your org structure comes in the way of creating strong product culture, you have to additionally balance with detailed role descriptions and a clear definition of responsibilities with partner orgs. And as a guiding principle, you have to take care of the product, people and process; and ensure that each of your PMs has the next bigger challenge lined up for them which ensures they keep learning!
If you are a product leader managing other PMs: 7/10
If you are an individual contributor PM: 4/10
If you are a non-PM leader who frequently works with a PM leader: 6/10
Can this be the first reading as a product leader seeking answers to questions posed here? No, the book assumes familiarity with certain concepts from the readers!
What would have made the book even a greater addition to your reading list?
- More emphasis on practical scenarios and how the author has tackled them in her work situation
- A coherent sequencing for some chapters, some of which appear disconnected. For example, chapter 24 in Part 4 around managing senior PMs could probably have been better slotted in Part 2 as managing teams
- Sometimes content is inserted abruptly e.g. Agile manifesto, many book references, infrequent quotation from the Internet could have been placed better or perhaps omitted altogether
- Citations could have been directly linked to specific portions in the text. Though overall references do appear as good recommendations to go through later, they appear disconnected and intimidating to get good grip on the content