Lead on Purpose

NOVEMBER 2, 2013

Today’s business recruiters face a growing concern over the future of leadership. This concern is certainly not unfounded – by the year 2020 over a quarter of the workforce will be aged 55 and over (compared to just 13% in 2000), and many of these will hold senior positions in their organization. The 9-Box Grid.

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Lead on Purpose

NOVEMBER 26, 2011

Actions that bring people together and bind them in a common cause are key to building effective relationships. I was first introduced to the statement ‘leadership is a relationship’ in the book The Leadership Challenge by James Kouzes and Barry Posner. What are you doing to build effective relationships? —.

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Lead on Purpose

SEPTEMBER 7, 2011

The original idea for starting Lead on Purpose was a recognition that product managers have the need to lead (inspire, motivate, guide) people who do not report them. Their success depends, to a large extent, on people in other parts of the organization. The PMs who take a leadership approach to their job have the most success.

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Lead on Purpose

OCTOBER 20, 2010

A few common methods include: The number of people reporting up through the organization The quantity or amount of product or services produced The “bottom line&# or income produced by the company The number of links, references or accolades to the leader or the organization Other methods that focus on things and not people.

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Lead on Purpose

JUNE 15, 2013

Leadership plays a vital role in every company. To have a successful business, it is important that every team member is prepared to step up and lead when necessary. Forbes.com defines leadership as “a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.”

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Lead on Purpose

FEBRUARY 6, 2010

He spoke about the director who organized the trip and what a great job he did in leading the people who went with him. When describing the impact this individual had on the trip, the speaker made the following profound observation: People will follow clear leadership What does ‘clear leadership’ mean to you?

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Lead on Purpose

JANUARY 22, 2014

People in countries, organizations and companies tend to behave in similar ways. The culture of a company can have a major effect on the value—in terms of products and services—that a company provides to its customers. Increase leadership capabilities at all levels of the company. Create empowerment and authority.

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Lead on Purpose

NOVEMBER 3, 2012

Be organized. More often than not, the efficiency of your team will be nothing more than a reflection of yours. So if you’re disorganized, your team will likely be disorganized; and if you’re organized, so will your team. And in this instance, what is more important than fear is making sure the work gets done.

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LaunchDarkly

APRIL 12, 2019

Releasing more, faster is risky, and can transfer undue burden from development to operations and even business teams within an organization. In response to these pressures, many software development teams have adopted new methodologies and tools to help them accomplish this gracefully.

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Lead on Purpose

JUNE 9, 2012

Stepping up to the plate in a business or office setting takes more than knowledge of how to run the organization. While the pay grade doesn’t significantly increase along your leadership promotion, there are a lot of benefits entailed from being a leader, which exceeds that of mere financial merits. By John Daily.

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Lead on Purpose

JANUARY 28, 2012

Managers and executives, who are trying to improve the performance of their teams, are actively helping to improve the overall performance of their organization. Wondering what you can do to boost your team’s engagement and output? Keep in mind these key elements of performance management: Image Source: Guillermo Camargo.

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O'Reilly Media - Ideas

JULY 28, 2020

The Core Responsibilities of the AI Product Manager. Product Managers are responsible for the successful development, testing, release, and adoption of a product, and for leading the team that implements those milestones. Identifying the problem. Agreeing on metrics. Don’t expect agreement to come simply.

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Lead on Purpose

DECEMBER 13, 2010

What’s more, with so many different personality styles on your team, finding leadership tactics that work across the board can be a challenge. Here are ten of the most proven tactics that have helped countless managers inspire their team to achieve greatness each and every day: Be a positive thinker. Focus on the client.

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Lead on Purpose

JUNE 22, 2013

Spark constructive disagreement within your organization. The Product Management Perspective: Product managers make decisions constantly. This is a must-read for all product managers and product marketing managers. To reality-test your assumptions, start by considering the opposite.

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Lead on Purpose

APRIL 20, 2010

— The Product Management Perspective: Product managers are in a prime position to provide value to their organizations. To the extent you guide your company to create and sell the right products and services for your market, you will become the hero of your organization.

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Lead on Purpose

MARCH 30, 2010

– The Product Management Perspective: Trust is the most important characteristic a product manager can possess. To effectively work with development, sales and other teams in your organization you must gain their trust. Study Covey’s book and practice the principles he so eloquently teaches.

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Lead on Purpose

JUNE 25, 2009

Jim’s passion is enabling product marketing teams. With over 20 years of technology experience, he has a fresh and unique perspective in guiding and managing product teams and has a knack for synthesizing conceptual ideas and turning them into reality. My wife is a gifted Kindergarten teacher.

Leadership 44

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Lead on Purpose

MARCH 1, 2010

They work together to build trust. The strength of your character and competence equate to the strength of your leadership. — The Product Management Perspective: Trust is vital to successful product management. Product managers create value for their co-workers on other teams (e.g.

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Lead on Purpose

SEPTEMBER 27, 2010

They imply authority (or lack thereof) within an organization. “Manager&# is an interesting title. Leader, on the other hand, implies someone who’s out in front setting the direction for a group or an an organization. Leadership is more about the state of mind than the title. Leadership is a choice.

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Lead on Purpose

OCTOBER 26, 2009

During difficult times, management too often forgets that their people are their greatest asset. Broader Skills: Skilled people are driven to learn more about other parts of the organization. However, perceptive leaders understand that providing opportunities for their employees to grow will ultimately help their organization prosper.

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Lead on Purpose

JANUARY 26, 2010

The first section of the book focuses on finding executives who “fit&# the organization. He groups these as ‘private traits’ of leadership. He dubs these ‘public traits’ of leadership. Mr. Stoddard shows how leaders not only need to possess these traits, but also keep them in balance.

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Lead on Purpose

NOVEMBER 6, 2010

This powerful statement comes from Tommy Spaulding in his new book It’s Not Just Who You Know: Transform Your Life (and Your Organization) by Turning Colleagues and Contacts into Lasting, Genuine Relationships. Leadership grows and develops through building effective relationships. — to ship successful products.

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Lead on Purpose

DECEMBER 22, 2010

In the spirit of thanking these friends and introducing my audience to their web sites, here are a few links to sites you should take a look at: Leadership Digital : An aggregator of the best content on leadership and management. This site shares frequent updates on improving leadership throughout organizations.

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Lead on Purpose

JULY 24, 2009

What can you — the leader — do to help people in your organization understand their roles and execute effectively? Bob shared the following wisdom gained through this activity: “Every person in your organization is important to its success. 5 Responses Software Product Management » Blog Archive » ?????????

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Lead on Purpose

JULY 13, 2009

What are you doing to provide value to your organization? — The Product Management Perspective: Product managers are in a prime position to provide value to their organizations. However, when it comes to providing value, words like worth, importance or significance apply.

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Lead on Purpose

SEPTEMBER 15, 2012

This has been shown to improve innovation among teams. Great leadership is done with integrity and honesty. When you practice the same good habits that you preach to your team members, you show integrity in your actions and become more trustworthy. This can create a sense of confusion and quickly drive a team apart.

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Lead on Purpose

OCTOBER 23, 2009

Following are a few reviews that stand out and provide significant food for thought: “Trust reduces transaction costs; it reduces the need for litigation and speeds commerce; it actually lubricates organizations and societies. — The Product Management Perspective: Trust is vital for product managers.

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Lead on Purpose

JUNE 14, 2010

— The Product Management Perspective: What can you say when your boss walks in and throws a new book on your desk? Shirky’s book is an excellent read for product managers. The book helped me understand more clearly how the Internet has changed the way we interact and get information.

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Lead on Purpose

AUGUST 29, 2009

This same philosophy also applies to companies and organizations. Seize every second of your life and savor it. Value your present moments. Using them up in any self-defeating ways means you’ve lost them forever. One Response Igor , on August 30, 2009 at 12:29 am said: Often times, opportunity disguises as failure or crysis.

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Lead on Purpose

JULY 21, 2009

Every positive outcome that transpires in any organization is a result of efforts of the people therein. Technology and automation certainly improve the work people do; however, no tools or equipment will ever replace the people in a successful organization.

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Lead on Purpose

AUGUST 31, 2012

In many organizations, performance is the primary measure of an employee’s value in the organization. To that end, there are strategies that any manager can apply to develop high-potentials and high-performers effectively. High-performers stand out in any organization. Set Your Line Managers Up for Success.

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Lead on Purpose

JUNE 16, 2009

Art recently wrote two powerful and popular posts about the “villains, thugs and hoodlums masquerading as leaders&# and why they seem to prosper in some organizations. Take a few minutes to read Why Do Evil Leaders Flourish Inside Some Organizations? Be sure to read the comments on both posts as well.

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Lead on Purpose

JULY 10, 2009

With the right ‘business operations’ in place, your company will achieve success: People: In any company or organization, the real assets are the people. Creating compelling products comes back to the people. You need people who focus on getting the right products to the right market at the right time.

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Lead on Purpose

OCTOBER 16, 2009

If you look at its opposite, this declaration clearly demonstrates the importance great leadership plays in creating successful companies. If you are searching for practical, actionable approaches to improving your leadership you need to read The Pursuit of Something Better.

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Lead on Purpose

JULY 6, 2009

Product camps are a great place for product management professionals and leaders to step away from the day-to-day and engage in a day of learning and networking. Mike; “What are Product Camps and why should I attend?” You should attend a Product Camp to network, share ideas and learn from other professionals.

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Lead on Purpose

AUGUST 14, 2010

Making connections and gaining people’s trust is the premise of the book Trust Agents: Using the Web to Build Influence, Improve Reputation, and Earn Trust. Making connections and gaining people’s trust is the premise of the book Trust Agents: Using the Web to Build Influence, Improve Reputation, and Earn Trust.

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Lead on Purpose

NOVEMBER 10, 2009

In The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life , authors Steve Zaffron and Dave Logan discuss laws that govern individual, group and organizational behavior. It’s sounds like a really good book to expand my leadership skills. I’m really enjoying it!

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