Leadership

Sean Horgan

Leaders don’t create followers, they create more leaders — Tom Peters

Summary

Product Managers often don’t think enough about leadership as a distinct skill set; instead they constrain it to stakeholder management, e.g. managing up, down, across the org. I believe leadership is central to a Product Manager’s role. Simply put, leadership in product requires 1) clarity in where the product needs to be, 2) honesty in where the product is today, and 3) a plan and the inspiration to close the gap.

For me, a former Marine, leadership takes added meaning. I found myself placed into leadership positions early in life and those experiences continue to shape my approach to leading others. Leadership requires deep human connections to your people. This 2017 essay by Capt Worley does a great job communicating the intensity of those connections:

Constraints | Capt Worley⁠

Attributes

1. Self Aware

Knows own strengths and weaknesses, centered, transparent, humble, authentic, and driven by values.

References

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42 Effects You Should Know: Part 1 — 42courses.com⁠

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Interesting Psychological Phenomena: The Pratfall Effect – Brescia University – Owensboro, Kentucky⁠

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Quotes

“A leader’s number one responsibility is to define reality — General James Mattis

It is but well to be on friendly terms with all the inmates of the place one lodges in. -- Ishmael, chapter 1, Moby Dick

2. Inspirational

Inspires and motivates others, tells a compelling product story & vision with conviction, connects product goals to each person on the team

References

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[Workbook] Advanced Influence⁠

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Quotes

“Leaders are dealers in hope” — Napolean

“As a leader, every time you’re talking, you have to be talking values” — General James Mattis

“Leadership means reaching the souls of your troops” — General James Mattis

3. Compassionate

Cares deeply and serves the needs of the team, objectively assess situations, knows when to take charge, when to delegate, and how to grow new leaders

From

The First Principles of Product Management⁠

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4. Gets Things Done

Shows up, seeks responsibility, makes sound and timely decisions, bias for action and sets the pace, creates a shared sense of purpose throughout team

Organizing the work — while not getting lost in the sauce

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Leaders as Decision Architects⁠

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Cascading OKRs vs. aligning OKRs⁠

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Cascading OKRs at scale⁠

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Ringelmann effect⁠

- keep your teams small

Additional reading