STRONG product people — tidbits from the book
Are you a product leader looking for advice on how to be certain that every product manager on your team lives up to their full potential? Do you want to make sure your product people are competent, empowered, and inspired, and would you like to know how you can best help them on this journey?
If you answered ‘yes’ to any of these questions, then I wrote the perfect book for you. It is called STRONG product people, and today I share some thoughts from the book to give you a better idea of what it’s all about!
Context is EVERYTHING for product managers. One reader of STRONG Product People said this quote really resonated:
“You’ll notice that I have devoted an entire chapter to defining what it takes to be a “Good PM.” It’s important for you as head of product to understand that what makes a Good PM good varies from organization to organization. That is, PMs are only good in their context, their company, their current job, and their time. That’s why it’s so important for you to take the content of this book and translate it into your own unique environment. Not only that, but it’s also important to revise this context-sensitive definition of good on a regular basis because times are changing. The best HoPs see change coming and start adapting their definition of good early enough to make sure their product team is ready for whatever the future might bring.”
Ready to take the next steps to define what makes a Good PM and help your team prepare for the future? Grab your copy of STRONG product people today.
As product leaders, we need to get comfortable with giving feedback to our teams. One reader of STRONG Product People loved this overview of how to approach feedback conversations with your product managers.
“Did your PM ask for feedback? Yes? Great, then give it! No? Then ask if they want feedback. This may require asking some specific questions that elicit feedback about work performance:
- Would you like more or less feedback on your work? Why/why not?
- Would you like more or less direction from me? Why/ why not?
- On what aspect of your job would you like more help or coaching?
- What’s a recent situation you wish you handled differently? What would you change?”
Looking for even more tips and tricks to help you handle feedback conversations with confidence? Grab your copy of STRONG product people for all that and more.
Readers of STRONG Product People loved this quote from Chapter 9: Motivation Do’s and Don’ts.
“One of the most pervasive myths in management is that it’s your job as a manager to motivate your employees, most often by offering them incentives such as rewards and recognition, or — what I consider to be more helpful — by ensuring employee involvement and empowerment. I personally believe that you don’t need to motivate people — they are already motivated when they show up for work each day. They have joined your team or your organization for a reason. What you do need to do as a manager is to avoid demotivating your people.”
What exactly are the actions you need to take to avoid demotivating your people? Get your copy of STRONG to find out!
