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Get out of the way! The Product Manager's Identity Crisis | Mitchell Gillespie

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PT Toronto #21: Mitchell Gillespie (Director of Product Management at Wave HQ) shares his talk “Get out of the way! The Product Manager's Identity Crisis."

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Get out of the way! The Product Manager's Identity Crisis | Mitchell Gillespie

  1. 1. Get out of the way! The Product Manager's Identity Crisis Mitchell Gillespie Director of Product Management
  2. 2. Get out of the way! MY Product Management Identity Crisis Mitchell Gillespie Director of Product Management
  3. 3. 4 years @ Wave HQ 2 years @ Street Contxt 2 years @ BrainStation Present @ Wave HQ Product Manager Head of Product Lead Educator Product Management Director of Product Management Oh, and… we’re hiring PMs at WaveHQ!
  4. 4. Call-out & Caveats
  5. 5. Call-out: I’m standing on the shoulders of Giants
  6. 6. Caveat: I will not suggest my learning as a framework I will not put yet another framework here…..
  7. 7. Caveat: I will provide all source materials I will not put yet another framework here…..
  8. 8. Caveat: I’m will not present immediate remedies
  9. 9. Caveat: My position is a running thought exercise
  10. 10. Position: I consistently approach my PM work with one question
  11. 11. “How can I get out of the way?”
  12. 12. “How can I get out of the way?” My PM identity crisis How I motivate others Playbook’s I’ve followed Wave HQ Examples
  13. 13. My PM identity crisis
  14. 14. UX Tech Business “Product management is the intersection between business, technology and user experience.” “A good product manager must be experienced in at least one, passionate about all three, and conversant with practitioners in all.” ~ Martin Eriksson “You are here”
  15. 15. Growth Sales Operations & Risk Engineering Support / Success Product Design Executives Marketing
  16. 16. Growth Sales Operations & Risk Engineering Support / Success Product Design Executives Marketing
  17. 17. Product Owner Scrum Master Delivery Team ● Empowering product vision & roadmap ● Understanding customer needs ● Manage product backlog ● Participate in scrum ceremonies ● Review product demos before shipping ● Planning releases & announcements
  18. 18. Product Owner Scrum Master Delivery Team ● Empowering product vision & roadmap ● Understanding customer needs ● Manage product backlog ● Participate in scrum ceremonies ● Review product demos before shipping ● Planning releases & announcements
  19. 19. The Overworked PM The Underpowered PM The Partial PMs The Distant PM
  20. 20. Big Takeaway: Don’t know if they’re building right thing
  21. 21. Problem Unknown Solution Unknown Eric Ries, The Lean Startup & Steve Blank, 4 Steps to Epiphany
  22. 22. Problem Unknown Solution Unknown Eric Ries, The Lean Startup & Steve Blank, 4 Steps to Epiphany
  23. 23. Problem Am I focusing my role (i.e. time) on the things? Solution Is my time spent on X effective? Is my peers time spent on X effective? Eric Ries, The Lean Startup & Steve Blank, 4 Steps to Epiphany
  24. 24. “What should I spend my time on?” “Where can I make the most impact?”
  25. 25. I recently got asked about the most common pitfall that trips up entrepreneurs. Top on my list is: Falling in love with your solution. Product managers should not focus on designing solutions – they should focus on defining and prioritising problems. Focusing on the problem instead of the solution has a ton of benefits Curiosity. Curiosity about our customers and end-users. Curiosity to get to the bottom of unexpected behavior. Curiosity when an experiment or feature didn’t have the intended impact.
  26. 26. I recently got asked about the most common pitfall that trips up entrepreneurs. Top on my list is: Falling in love with your solution. Product managers should not focus on designing solutions – they should focus on defining and prioritising problems. Focusing on the problem instead of the solution has a ton of benefits Curiosity. Curiosity about our customers and end-users. Curiosity to get to the bottom of unexpected behavior. Curiosity when an experiment or feature didn’t have the intended impact.
  27. 27. I want to make the most impact with my time, Other areas must progress without me………..
  28. 28. I want to make the most impact with my time, I need to let other area progress without me……….. “What are others motivated by?” “In general, what are others more skilled at?”
  29. 29. My journey to understand how to motivate others
  30. 30. Caveat: Some are naturally motivated
  31. 31. 3 factors lead to better personal performance & personal satisfaction
  32. 32. 3 factors lead to better personal performance & personal satisfaction Purpose Mastery Autonomy
  33. 33. 3 factors lead to better personal performance & personal satisfaction Purpose Mastery Autonomy
  34. 34. Vision “Any individual on my team knows how their work directly contributes to achieving the company’s vision.” Strategy “Any individual on my team can explain the rationale behind why we’re approaching the goal the way we are” Brandon Chu, Shopify
  35. 35. Ash Maurya, Scaling Lean
  36. 36. 3 factors lead to better personal performance & personal satisfaction Purpose Mastery Autonomy
  37. 37. Supportive learning community Get clear on what failure really is Take responsibility for what you can control; forgive what you can’t
  38. 38. 3 factors lead to better personal performance & personal satisfaction Purpose Mastery Autonomy
  39. 39. 3 factors lead to better personal performance & personal satisfaction Purpose Mastery Autonomy
  40. 40. “I want to focus on specific areas, I have an understanding to motivate peers” “How can I tactically get others focused on area that don’t need my attention?”
  41. 41. Playbook’s I’ve followed
  42. 42. Promote participation in Problem Discovery Empower ownership of Solution Discovery & Delivery
  43. 43. Keep sharing insightful storiesConsistently sharing insightful stories
  44. 44. Keep sharing insightful stories Select specific, impactful, and repeatable narratives with data
  45. 45. Keep sharing insightful storiesMake everyone the voice of the CustomerMake everyone the Voice of the Customer
  46. 46. Growth Sales Operations & Risk Engineering Support / Success Product Design Executives Marketing
  47. 47. Keep sharing insightful storiesMake everyone the voice of the CustomerEmbrace “Learn Fast” instead of only “Deliver Fast”
  48. 48. Teresa Torres, ProductTalk.org
  49. 49. Some things we’re doing a Wave HQ
  50. 50. Keep sharing insightful storiesMake everyone the voice of the CustomerAutonomous Triage Engineering Lead Scrum Master Delivery Team
  51. 51. Keep sharing insightful storiesMake everyone the voice of the CustomerCollective & continuous interviewing
  52. 52. Keep sharing insightful storiesMake everyone the voice of the CustomerCentralized Customer Intelligence
  53. 53. Keep sharing insightful storiesMake everyone the voice of the CustomerCentralized Customer Intelligence Qualitative Feedback Segmentation Data
  54. 54. Keep sharing insightful storiesMake everyone the voice of the CustomerCentralized Customer Intelligence Nomnom.it CODE: CUSTOMERDRIVEN2018
  55. 55. Keep sharing insightful storiesMake everyone the voice of the Customer Product Owner Scrum Master Delivery Team Transferred traditional Product Owner responsibilities on most Agile/Scrum teams
  56. 56. Keep sharing insightful storiesMake everyone the voice of the Customer Transferred traditional Product Owner responsibilities on most Scrum teams Engineering Lead Scrum Master Delivery Team PM Engineer Lead Scrum Master Delivery Team Designer
  57. 57. Sharing a Story of Peer
  58. 58. Closing Thoughts
  59. 59. “How can I get out of the way?”
  60. 60. Fun thought for my next talk...
  61. 61. In 10-15 years, will Product Management be a role that still exists in digital product startups?
  62. 62. Thank You

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