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Becoming an Effective Product Management (PM) Leader—by Shreyas Doshi

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In this presentation, Shreyas Doshi draws upon his product management leadership experience (at Yahoo!, Google, Twitter, and Stripe) to clarify what PM leadership is, how PMs should approach their career, the essential senses that every PM should develop, what a "10-30-50 PM" is, how PMs can step off the "PM Career Treadmill", how PMs should pick the products they work on, what characteristics they should look for in a manager, etc. Instead of just sharing tactics, Shreyas shares frameworks and principles that will improve your chances of getting a PM leadership job and, once you have the job, will make you an effective PM leader.

Publié dans : Direction et management

Becoming an Effective Product Management (PM) Leader—by Shreyas Doshi

  1. 1. Growing your product influence by becoming the best product leader you can be @shreyas © 2018 Shreyas Doshi
  2. 2. © 2018 Shreyas Doshi My PM Journey © 2018 Shreyas Doshi
  3. 3. © 2018 Shreyas Doshi The question I get most often from Product Managers
  4. 4. © 2018 Shreyas Doshi “How can I get to manage Product Managers?”
  5. 5. © 2018 Shreyas Doshi Let’s first reframe this question
  6. 6. © 2018 Shreyas Doshi “How can I get to manage Product Managers?” “How do I become an effective product leader?” Do the verb and the noun will follow
  7. 7. © 2018 Shreyas Doshi This presentation: Understand the principles and frameworks that’ll guide your growth as a product leader
  8. 8. © 2018 Shreyas Doshi Observation: Most PMs don’t understand what it takes to grow as a PM leader (and to get recognized for it)
  9. 9. © 2018 Shreyas Doshi Let’s solve that… right now
  10. 10. © 2018 Shreyas Doshi 1. Understand success drivers 2. Focus on the right priorities 3. Pick the right manager You’ll need to
  11. 11. © 2018 Shreyas Doshi 1. Understand success drivers 2. Focus on the right priorities 3. Pick the right manager
  12. 12. © 2018 Shreyas Doshi Impact Competence Potential 3 prerequisites
  13. 13. © 2018 Shreyas Doshi Impact → Past Competence → Present Potential → Future 3 prerequisites
  14. 14. © 2018 Shreyas Doshi Situations that often confuse us as PMs
  15. 15. © 2018 Shreyas Doshi Situation 1 I have the credentials. My PRDs are thorough. I’m usually the smartest PM in the room. I’m ready to manage PMs. What should I do? RESUME 3 years as a PM Strengths: Strategic thinking Impeccable communication skills Creativity Education: Stanford MBA, Cornell engineering
  16. 16. © 2018 Shreyas Doshi You need to be at the right level on the PM ladder to be a contender.
  17. 17. © 2018 Shreyas Doshi The PM scope & impact matrix Unique Impact Scope Small Medium Large Low High
  18. 18. © 2018 Shreyas Doshi The PM scope & impact matrix Unique Impact Scope Small Medium Large Low High APM PM 1 PM 2 PM 3 / Sr. PM Sr. PM GPM / Director
  19. 19. © 2018 Shreyas Doshi The PM scope & impact matrix Unique Impact Scope Small Medium Large Low High APM PM 1 PM 2 PM 3 / Sr. PM Sr. PM GPM / Director
  20. 20. © 2018 Shreyas Doshi The PM scope & impact matrix Unique Impact Scope Small Medium Large Low High APM PM 1 PM 2 PM 3 / Sr. PM Sr. PM GPM / Director You need to reach here before being considered for PM management
  21. 21. © 2018 Shreyas Doshi Situation 2 BOB ALICE 3 years with company 6 years as PM Positives: Works hard Projects run well Team loves him Taking on more scope Joined company last year PM for 3 years At same level as Bob Recently promoted to PM management I don’t get it. Why did Alice get the promotion?
  22. 22. © 2018 Shreyas Doshi Bob’s situation is so common, it’s wise to name it: The PM Career Treadmill
  23. 23. © 2018 Shreyas Doshi To escape the PM Career Treadmill, we need to understand The 3 Essential Senses of a PM
  24. 24. © 2018 Shreyas Doshi The 3 essential senses of a PM Product Analytical Execution
  25. 25. © 2018 Shreyas Doshi The ability to usually make correct product decisions, even in the presence of major ambiguity Product Sense
  26. 26. © 2018 Shreyas Doshi …Both macro-level (“will this product work?”) and micro-level (“what is the right label for this button?”) Product Sense
  27. 27. © 2018 Shreyas Doshi The ability to frame the right questions, evaluate multiple facets of a problem, derive solutions, and simulate possible outcomes Analytical Sense
  28. 28. © 2018 Shreyas Doshi …Based on available data (and anecdotes) Analytical Sense
  29. 29. © 2018 Shreyas Doshi The ability to align people towards a particular objective and orchestrate complex projects Execution Sense
  30. 30. © 2018 Shreyas Doshi …While exercising creativity, empathy, and persuasiveness, in addition to superb organization abilities Execution Sense
  31. 31. © 2018 Shreyas Doshi Now we can answer why Alice has risen so fast while her peers are stuck on the PM Career Treadmill
  32. 32. © 2018 Shreyas Doshi Alice is a 10-30-50 PM
  33. 33. © 2018 Shreyas Doshi A 10-30-50 PM Top 10% Product Sense
  34. 34. © 2018 Shreyas Doshi A 10-30-50 PM Top 30% Execution Sense
  35. 35. © 2018 Shreyas Doshi A 10-30-50 PM Top 50% Analytical Sense
  36. 36. © 2018 Shreyas Doshi A 10-30-50 PM Top 10% Product Sense Top 30% Execution Sense Top 50% Analytical Sense
  37. 37. © 2018 Shreyas Doshi The actual order doesn’t matter much, as long as you’re top 10% in one of the senses, top 30% in another, and top 50% in the third
  38. 38. © 2018 Shreyas Doshi Becoming a 10-30-50 PM is the surest path to PM leadership And will also place you in the top 10% compensation band across PMs of all levels — an advantage you can hold through the rest of your PM career
  39. 39. © 2018 Shreyas Doshi Corollary: Once you are a 10-30-50 PM it’ll be very hard to stay in an IC role
  40. 40. © 2018 Shreyas Doshi Observation: Rarely does a PM start out as a 10-30-50 PM
  41. 41. © 2018 Shreyas Doshi The PMs who become 10-30-50 PMs consistently break a popular rule of career management
  42. 42. © 2018 Shreyas Doshi Focus on your growing your strengths. Don’t worry about fixing your weaknesses. Popular rule of career management
  43. 43. © 2018 Shreyas Doshi Focus on your growing your strengths. Don’t worry about fixing your weaknesses. Popular rule of career management Not for PMs!
  44. 44. © 2018 Shreyas Doshi As an IC PM, you must identify and address your weaknesses. AND work on growing your strengths. This is essential for checking the “Competence” box
  45. 45. © 2018 Shreyas Doshi As a PM, you’ll have a “default sense”—that’s where you should strive to be within the top 10%
  46. 46. © 2018 Shreyas Doshi And then, work towards improving the other 2 senses
  47. 47. © 2018 Shreyas Doshi But how to do this?
  48. 48. © 2018 Shreyas Doshi No substitute for experience. Seek out projects and assignments that exercise your non-default senses
  49. 49. © 2018 Shreyas Doshi Now, let’s talk about The Product Sense Advantage
  50. 50. © 2018 Shreyas Doshi Deciding to invest in your Product Sense is among the highest ROI decisions you’ll make in your career
  51. 51. © 2018 Shreyas Doshi Empathy The Key Elements of Product Sense Domain knowledge Creativity (Customers, Competition, Technology..)
  52. 52. © 2018 Shreyas Doshi Empathy The Key Elements of Product Sense Domain knowledge Creativity (Customers, Competition, Technology..) This is how the user is likely to react
  53. 53. © 2018 Shreyas Doshi Empathy The Key Elements of Product Sense Domain knowledge Creativity (Customers, Competition, Technology..) This is how the user is likely to react This approach gives us an advantage over them
  54. 54. © 2018 Shreyas Doshi Empathy The Key Elements of Product Sense Domain knowledge Creativity (Customers, Competition, Technology..) This is how the user is likely to react This approach gives us an advantage over them Here’s a novel solution to this hard usability problem
  55. 55. © 2018 Shreyas Doshi 1. Understand success drivers 2. Focus on the right priorities 3. Pick the right manager
  56. 56. © 2018 Shreyas Doshi 1. The right product 2. Mentoring PMs 3. Improving the PM function 4. Getting mentored Allocate your time towards
  57. 57. © 2018 Shreyas Doshi Work on your company’s “priority products” tactic
  58. 58. © 2018 Shreyas Doshi Corollary: You can seldom go wrong by working on the company’s core business
  59. 59. © 2018 Shreyas Doshi Core: has achieved product-market fit, is (ideally) growing like bonkers, contributes significantly to the company’s top 3 metrics This is typically a reliable way to check the “Impact” box
  60. 60. © 2018 Shreyas Doshi Run towards trouble Take on the hard, existential projects for the company tactic
  61. 61. © 2018 Shreyas Doshi Stop asking “whom can I manage?”
  62. 62. © 2018 Shreyas Doshi Ask “whom can I mentor?”
  63. 63. © 2018 Shreyas Doshi Being an effective PM mentor is a prerequisite for being considered for PM management Helps you check the “Potential” box as a leader
  64. 64. © 2018 Shreyas Doshi Get your mentees to write a review during your performance cycle tactic
  65. 65. © 2018 Shreyas Doshi Take ownership of a key PM team horizontal tactic
  66. 66. © 2018 Shreyas Doshi Don’t have horizontals at your company?
  67. 67. © 2018 Shreyas Doshi Creating horizontals is a horizontal tactic
  68. 68. © 2018 Shreyas Doshi You can’t be the best at everything, but you can always be the best at getting people’s help
  69. 69. © 2018 Shreyas Doshi Get mentored by 1-2 of your manager’s peers (they will also be participating in your promotion decision) tactic
  70. 70. © 2018 Shreyas Doshi Treat your company’s performance cycle just like you would a project. Identify fatal flaws before the promotion committee does (and fix them) tactic
  71. 71. © 2018 Shreyas Doshi Don’t rely on the official performance review cycles. Get continuous feedback. tactic
  72. 72. © 2018 Shreyas Doshi The feedback hack: just create your own feedback cycle. Send peers a feedback form. You can just create it in Google Forms. tactic
  73. 73. © 2018 Shreyas Doshi Get an executive coach, create your own Board of Directors, …. tactic
  74. 74. © 2018 Shreyas Doshi 1. Understand success drivers 2. Focus on the right priorities 3. Pick the right manager
  75. 75. © 2018 Shreyas Doshi 1. Has built credibility within the org 2. Understands the difficult parts of your job 3. Cares about your growth (and well-being) 4. Isn’t insecure (when you can) Pick a manager who
  76. 76. © 2018 Shreyas Doshi Make your manager accountable for your growth. Jointly create a career roadmap. tactic
  77. 77. © 2018 Shreyas Doshi You’ve made it to PM management. Congrats!
  78. 78. © 2018 Shreyas Doshi Winning was easy, young man. Governing’s harder. — George Washington to Alexander Hamilton in Hamilton: An American Musical
  79. 79. © 2018 Shreyas Doshi The question I get more often from PM Managers
  80. 80. © 2018 Shreyas Doshi “How can I become a VP Product?”
  81. 81. © 2018 Shreyas Doshi Let’s reframe this question too
  82. 82. © 2018 Shreyas Doshi “How can I become a VP Product?” “How do I become the best product leader possible?”
  83. 83. © 2018 Shreyas Doshi While that’s a vast topic by itself, I’ll leave you with a few principles and frameworks I’ve found useful
  84. 84. © 2018 Shreyas Doshi Observation: Most PM Managers take several years to understand their core job (and their managers might not understand it either)
  85. 85. © 2018 Shreyas Doshi 1. Strategy 2. Prioritization 3. Editing 4. Execution 5. Coaching The 5 core PM leadership responsibilities
  86. 86. © 2018 Shreyas Doshi Strategy This is how our products need to integrate to meet our customers’ needs and to beat competitor X Messaging Video Notifications Creator tools Ranking …..
  87. 87. © 2018 Shreyas Doshi Prioritization These are the top 3 Q4 priorities for our org. They are based on company priority Y and the need to support major initiative X on another team. 1. …. 2. …. 3. ….
  88. 88. © 2018 Shreyas Doshi Editing How does this UX achieve the user’s goals? What are the user’s primary goals? What alternatives have you considered for this design? Team Member PM Manager
  89. 89. © 2018 Shreyas Doshi Execution My team is focused on priority Z right now. We need support from the Data Science team until February to ensure that the project stays on track. Data Science ManagerPM Manager
  90. 90. © 2018 Shreyas Doshi Coaching Thanks for the lucid presentation on Messaging v2. We got the outcome we wanted, however there was some confusion within the leadership team on X, Y, Z. Here are a couple of suggestions for next time. Team Member PM Manager
  91. 91. © 2018 Shreyas Doshi The hardest adjustment for new PM managers is making the switch from Creating products to Editing products If you are a 10-30-50 PM, this adjustment will be even harder.
  92. 92. © 2018 Shreyas Doshi And until you figure this out, your PMs are going to be frustrated
  93. 93. © 2018 Shreyas Doshi Listen → ask Questions → re-frame Problem → explore Alternatives → Direct or Delegate decision A framework for effective editing
  94. 94. © 2018 Shreyas Doshi Listen → ask Questions → re-frame Problem → explore Alternatives → Direct or Delegate decision A framework for effective editing
  95. 95. © 2018 Shreyas Doshi It’s important to establish clarity with your directs on the decisions they can make on their own and the decisions you’d like to make with them.
  96. 96. © 2018 Shreyas Doshi The PM delegation 3x2 impact to business their confidence Low Moderate High Low High
  97. 97. © 2018 Shreyas Doshi The PM delegation 3x2 impact to business their confidence Low Moderate High Low High 3 6 2 5 1 4
  98. 98. © 2018 Shreyas Doshi The PM delegation 3x2 impact to business their confidence Low Moderate High Low High 3 6 2 5 1 4 Always make yourself available for and immerse yourself in decisions in this box Be clear with each direct report about which boxes you’re comfortable delegating and which ones you want to be closely involved in
  99. 99. © 2018 Shreyas Doshi The second hardest adjustment for new PM leads is managing their time You’ll often have your own “IC projects” in addition to “Manager responsibilities”
  100. 100. © 2018 Shreyas Doshi At any given time, execute flawlessly on: 3 things as an individual 5 things as a team 7 things as a company The 3-5-7 framework for stellar execution
  101. 101. © 2018 Shreyas Doshi In conclusion
  102. 102. © 2018 Shreyas Doshi “Manager”: a label others have to give you “Leader”: a label you can assign to yourself #1
  103. 103. © 2018 Shreyas Doshi Work hard to become a 10-30-50 PM #2
  104. 104. © 2018 Shreyas Doshi Improving your Product Sense is the the single-most important thing you can do for your PM career #3
  105. 105. © 2018 Shreyas Doshi Stuck on the PM Career Treadmill? There’s still a path out of it. #4
  106. 106. © 2018 Shreyas Doshi The only enemy lies within
  107. 107. © 2018 Shreyas Doshi Be intentional about the products you choose to work on. Consider working on your company’s core business. #5
  108. 108. © 2018 Shreyas Doshi Pick a manager who understands the hard parts of your job and cares about your growth & well-being #6
  109. 109. © 2018 Shreyas Doshi Get excellent mentors who complement your strengths. Ask them for complete candor. #7
  110. 110. © 2018 Shreyas Doshi Strive to be an excellent mentor for other PMs #8
  111. 111. © 2018 Shreyas Doshi Take up horizontals that improve the PM team and the org in general #9
  112. 112. © 2018 Shreyas Doshi Treat your growth as a PM leader like you would any project #10
  113. 113. © 2018 Shreyas Doshi Once you have the job
  114. 114. © 2018 Shreyas Doshi Understand what the job really entails: Strategy, Prioritization, Editing, Execution, Coaching #11
  115. 115. © 2018 Shreyas Doshi Get really good at listening. Learn delegation. Improve your time management skills. #12
  116. 116. © 2018 Shreyas Doshi Grow your management sense and strategic sense #13
  117. 117. © 2018 Shreyas Doshi Become a student of frameworks that’ll make you more effective #14
  118. 118. © 2018 Shreyas Doshi Coach others on these frameworks #15
  119. 119. © 2018 Shreyas Doshi Congrats. You now know what took me many years to learn.
  120. 120. © 2018 Shreyas Doshi I hope you grow to become the best product leader you can be.
  121. 121. © 2018 Shreyas Doshi Thank you for being here.

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