post

B2B product management

Artificial Intelligence (AI) & Machine Learning (ML)

Building Product Teams

Business Strategy

Data Driven Product Management

Digital Transformation

Diversity and Inclusion

Minimum Viable Product

OKRs

Prioritisation

Product Design

Product Research

Product Development Process

Product Ethics

Product Discovery

Product Leadership

Product Management Career

Product Strategy

Stakeholder Management

🌎 <a href="https://www.mindtheproduct.com/world-product-day/" style="color:#FFFFFF;text-decoration:underline;">Happy World Product Day!</a> Be sure to celebrate product, yourself, and your peers today! 🎉

How internal product teams drive growth at Wise

Everything wrong with the product management job market. And how to fix it

Diversity in tech, Imposter Syndrome, and Leadership: Meri Williams (CTO, Pleo)

What good product design looks like – Miguel Fernandez (VP of Product Design, Slack)

Footer About

Footer Contribute

Footer Get Involved

Footer Links

Mind the Product

Product Management

Sunday Rewind: Scaling from 60 to 1,000 people

Community

Highlights from September’s ProductTank meetups

With a career founded in writing, I pivoted to Product, enjoying the challenges offered by managing diverse products while bringing clarity of communication to my work. I&#39;m passionate about seeing how fast the space is evolving, and always interested to be part of the conversation, whether as a contributor, or writer.

Head of Product

Jon Horvath

<p>In this <a href="https://www.mindtheproduct.com/mtpcon/digital/">#mtpcon Digital 2020 ke</a><a href="https://www.mindtheproduct.com/mtpcon/digital/">ynote</a>, <a href="https://twitter.com/cidiodi">Christian Idiodi</a>, Partner at SVPG, explains why problems within organisations are people problems, and what leaders can do to tackle them.</p>
<p>Watch the video to see his talk in full. Or read on for an overview of his key points:</p>
<ul>
<li>People problems are leadership problems</li>
<li>How to dismantle dysfunction</li>
<li>Leading with context and accountability</li>
</ul>
<h2>All Problems are People Problems</h2>
<p>Christian begins by explaining how working in product is a little like being in a soap opera &#8211; the drama never ends. Providing an example, he details how a one-on-one consultation he was part of, escalated into a company-wide argument. The discussion resulted in a fly-by “swoop and poop” from the CEO, who provided criticism and disengaged direction, leaving more questions than answers.</p>
<p>Christian has learned that communication issues are universal from experiences like this. Regardless of company, product, or location, he says, leaders will often identify people as the problem after repeated misalignments.</p>
<p>Product people repeatedly raise challenges with communication, resources, conflicting priorities, stakeholders, the roadmap, business cases. These are rarely technical issues. As Christian says, maybe every problem, rather than just being a people problem, is actually a leadership problem.</p>
<h2>People Problems Are Leadership Problems</h2>
<p>Christian explains that in agile organisations, you don’t need less management, but rather better leadership <span style="font-style: italic;">and</span> management.</p>
<p>The role of both is to understand the strategic context of the organisation &#8211; knowing what’s important, and to communicate the business mission and direction. The &#8220;why we do the why” he says.</p>
<p>Quoting influential Silicon Valley coach Bill Campbell, Christian also explains that “leadership is about recognising that there&#8217;s greatness in everyone and your job is to create where the culture can emerge”. It’s a culture of alignment and context, “taking them to and beyond competency” with streamlined objectives.</p>
<h2>Lead with Strategic Context</h2>
<p>Next Christian discusses alignment. In many modern product organisations, the solution to alignment is to have meetings. Meetings typically are booked when people need more clarity, and are looking for alignment, or want to manage stakeholders, or need more visibility on planning and updates, or when an organisation only has one form of communication.</p>
<p><img decoding="async" src="//wp-content/uploads/2020/07/8962e40f-dfc3-4fc7-bc7a-31807344d28b_Christian20Idiodi20speaking20at20mtpcon20Digital.jpg" alt="" /></p>
<p>Christian explains that when leaders aren’t transparent, <span style="font-style: italic;">everything </span>becomes essential and therefore teams are expected to do everything at once. “The essence of strategy is choosing what not to do,&#8221; he says. &#8220;What is important right now, and what’s important next.”</p>
<h2>Missionaries and Mercenaries</h2>
<p>Strategic context allows us to be missionaries not mercenaries, Christian says. “Missionaries are all in; they understand the why, mercenaries just say yes.” To understand why, he says, we must lead with evidence-based discovery, asking:</p>
<ol>
<li>Will they buy or choose it?</li>
<li>Can they use it?</li>
<li>Can we build it?</li>
<li>Can stakeholders support it?</li>
</ol>
<p>From discovery, we can lead to alignment activities. Meetings may be required, but they can be optimised, with reduced length, headlined topics and supported with discovery narratives and briefs.</p>
<p>Stakeholder management is equally key to alignment and can be problematic. Christian sees a solution in evangelism; inspiring support by focusing on shared goals, justified with product walk-throughs and data. What’s key, Christian says, is that “everyone has a voice, but not a vote”.</p>
<h2>The Importance of Trust</h2>
<p>As leaders, Christian says part of your job is to be a part-time therapist. You need to know the problems facing your teams to avoid disconnection and to foster a culture of trust &#8211; from onboarding, to one-to-ones, to assessments.</p>
<p>He says that leaders need to be vulnerable, show understanding, courage and positive intent, in order to get the same from teams. By giving context, establishing a transparent supportive culture and engaging at all levels, leaders can oversee great products built by great product teams. “If it’s not hard,&#8221; he says, &#8220;you’re not doing it right.”</p>
<p><a class="button btn btn-primary" href="https://mindtheproduct.typeform.com/to/LJ4X2S?source=christianidiodimtpcontalk" target="_blank" rel="noopener noreferrer">Rate this Article</a></p>
<p><img decoding="async" class="aligncenter" src="//wp-content/uploads/2020/07/cfe7939d-18f5-44eb-841e-cdfd1168582b_Christian20Idiodi20sketchnote.jpg" alt="" /></p>
<div class="g g-21"><div class="g-single a-170"><a class="gofollow" data-track="MTcwLDIxLDEsNjA=" href="https://www.pendo.io/pendomonium/"><img decoding="async" src="https://www.mindtheproduct.com/wp-content/uploads/2024/06/MTP-Footer_ad.png" /></a></div></div>

core/freeform

A year with ChatGPT and product innovation: Navigating the AI landscape

Mastering perspective – zoom in, zoom out as a product leader by Navya Rehani Gupta

Modern-day leadership by Janice Fraser

Master the art of leading through influence by Shyvee Shi

Is your innovation project on track? by Tendayi Viki

Finding your frosting as a product leader by Jeff Birkeland

Learnings from London: The secret sauce to hiring great product people by Kate Leto

Every Problem is a People Problem by Christian Idiodi

Jon Horvath