Lead on Purpose

NOVEMBER 30, 2010

A company’s success is ultimately a roll-up of all products and services selling for a profit. They focus on this marketing campaign or that new technology, and lose track of what’s most important. In most companies product managers have a lot of products and significant responsibilities.

Product Management 77

Product Management Development Team Review Technical Review Weak Development Team 77

Lead on Purpose

MAY 18, 2010

This is the career record of Larry Gelwix, coach of the Highland High rugby team (Salt Lake City) for more than three decades. During this conversation Larry shares the strategies that have made his teams successful through the years. They have obviously worked for Larry and his rugby teams throughout the years.

Strategy 78

Strategy Sport Coaching Product Management 78

Lead on Purpose

SEPTEMBER 2, 2009

For those of you not familiar with the Cranky PM, she is “a fictional product management professional at a fictional enterprise software vendor named DysfunctoSoft.&# She blogs about what she calls “fictional stories&# of product management and product marketing professionals. .&#

Product Management 49

Product Management Leadership Software Review Marketing 49

CIO

APRIL 23, 2024

Scaled Agile Framework (SAFe) certifications are becoming valuable in larger organizations looking for efficient project delivery, reduced time-to-market, and ways to provide better stakeholder value. Their team is composed of highly experienced consultants and trainers. What is SAFe certification?

Agile 246

Agile SCRUM Coaching Technical Advisors 246

Lead on Purpose

JUNE 15, 2013

Use the following strategies to encourage your team members to lead. The Product Management Perspective: Many of the strategies described here are key to successful product management. Product managers need to educate others (especially sales) about their products.

How To 111

How To Education Leadership Training 111

Lead on Purpose

JANUARY 22, 2014

The analysis revealed six crucial components on which companies should focus: Implement an effective performance management process. Develop a customer-centric strategy. The Product Management Perspective: The products your company sells influence the company culture. Create empowerment and authority.

Culture 66

Culture Company Team Building Training 66

LaunchDarkly

APRIL 12, 2019

Atlassian, in particular, has formalized this practice by creating triads —development teams comprised of an engineering lead, design lead, and product manager. This means their teams need to understand what they’re building, who should see it, and what the success criteria are.

DevOps 91

DevOps Product Management Engineering Groups 91

Lead on Purpose

MAY 12, 2009

Even the most basic items did not exist before someone (or ones) came up with an impression of a product or service that would be useful in some way. Ideas need development to become strategies. In fact, most of the great ideas took a long time and a lot of hard work to develop into the useful products they are today.

Strategy 40

Strategy Weak Development Team Product Management Leadership 40

Existek

MARCH 28, 2023

Cross-functional teams are designed to bring together diverse perspectives and expertise to solve complex problems or tackle large-scale initiatives. For example, a product development team may consist of individuals from marketing, engineering, and operations who collaborate to create a new product from start to finish.

Weak Development Team 52

Weak Development Team UI/UX Quality Assurance Software Development 52

Lead on Purpose

MAY 31, 2010

“Do business by design rather than by default.&# — The Product Management Perspective: We will improve our effectiveness and our ability to work with others by giving careful thought to these questions. As product leaders we need to plan and then move forward with focus and energy.

Product Management 95

Product Management Leadership Exercises Marketing 95

Lead on Purpose

DECEMBER 13, 2010

– The Product Management Perspective: The ten actions above are important for successful product leadership. If you are leading a team of product managers, pay special attention to the following: #2: Goals point you and your team to the future. Build relationships of trust.

Leadership 98

Leadership Product Management Innovation Groups 98

Lead on Purpose

DECEMBER 28, 2009

Perhaps the one that comes most naturally is the management myth: product managers rarely manage the people or processes necessary for their products’ success. In particular, the blog is set up to collect and describe various practical solution-strategies that are available in the marketplace.

Leadership 80

Leadership Technical Review Product Management Systems Review 80

Lead on Purpose

APRIL 10, 2010

They expect marketers to stop pitching things and start helping them understand how they can get what they need. They expect product managers to show them how their products can solve problems and help them succeed. Please see Product Marketing for Start-ups on the Product Management Pulse.

Product Management 64

Product Management Leadership Marketing Team Building 64

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. Trust is key to understanding your customers and your market.

Weak Development Team 106

Weak Development Team Product Management Leadership Study 106

Lead on Purpose

SEPTEMBER 6, 2010

– The Product Management Perspective: The need to speak the language hit home with me in recent months while working on a major product release. The marketing team has a message they want to send about the new product. The executive team wants to know when we’re shipping.

Product Management 61

Product Management Software Review Leadership Study 61

Lead on Purpose

MAY 8, 2010

— The Product Management Perspective: Technology continues to evolve ever more rapidly. Markets change quickly. How can you — the product manager — keep up? Colin Powell Make it your objective to be a life-long learner; every aspect of your life will benefit. You have to be a learner.

Leadership 66

Leadership Product Management Technical Review Marketing 66

Lead on Purpose

MAY 15, 2010

Filed under: Techology , Market-driven , Product Management / Marketing Tagged: | social media , Chris Brogan , Julien Smith , Mitch Joel , community , tribe « Leadership and learning Five championship strategies » Like Be the first to like this post. Theme: Digg 3 Column by WP Designer.

Media 72

Media Social Product Management Leadership 72

Lead on Purpose

OCTOBER 20, 2010

– The Product Management Perspective: Product managers have a great opportunity to lead and influence others in their company. This opportunity grows out of the fact that PMs work closely with many people from other teams throughout the company. Theme: Digg 3 Column by WP Designer.

Leadership 68

Leadership Product Management Marketing Organization 68

Lead on Purpose

AUGUST 11, 2010

My excuse (and I’ve heard this from many product managers) is that I’ve been heads down on an intense product release and it’s sucking all my time and energy. I started this blog (in 2007) to promote leadership principles in product management. While that is true, it’s no excuse.

Product Management 56

Product Management Leadership Marketing Energy 56

Lead on Purpose

APRIL 20, 2010

— The Product Management Perspective: Product managers are in a prime position to provide value to their organizations. One the most effective ways to create value for your company is to become an expert at market sensing. All sorts of wealth will flow from this mindset.

Product Management 67

Product Management Leadership Marketing Organization 67

Lead on Purpose

SEPTEMBER 18, 2009

At the heart of most problems that occur in business settings you find the following: Lack of influence Poor teamwork Mediocre productivity. Filed under: Team Building , Trust , Integrity , Product Management / Marketing Tagged: | crucial conversations , Communication , influence , power « Guest Post: Talk is Cheap!

Product Management 56

Product Management Leadership Team Building Marketing 56

Lead on Purpose

AUGUST 19, 2010

My product management focus has shifted significantly to the experience of the end users. The change has resulted in an entirely different product that (two weeks into the beta) is showing positive signs. One Response | The Productologist: Exploring the Depths of Product Management , on August 24, 2010 at 9:15 am said: [.]

Product Management 60

Product Management Leadership Marketing How To 60

Lead on Purpose

DECEMBER 22, 2010

They featured Lead on Purpose among 20 blogs business management students will love. Online Marketing Degrees : Provides information to people who are seeking a college degree in Marketing. They recently featured Lead on Purpose in their 2010 Top Management Blogs awards. Theme: Digg 3 Column by WP Designer.

Product Management 56

Product Management Leadership Marketing Social 56

Lead on Purpose

MAY 5, 2009

Jim’s passion is product management and product marketing. While leading a team of Product Management and Marketing professionals not long ago, I coined the term “Flying Monkeys” for all unsolicited requests from executive management on behalf of customers and prospects that surfaced while executive were on the road.

Product Management 45

Product Management Leadership Marketing Travel 45

Lead on Purpose

APRIL 5, 2010

— The Product Management Perspective: The importance of persistence in creating great products cannot be overstated. Great product managers learn from past mistakes and continue to press forward regardless of the obstacles they face. In addition to persistence, I think product managers need to be flexible.

Leadership 67

Leadership Product Management Education Marketing 67

Lead on Purpose

MARCH 1, 2010

They work together to build trust. — The Product Management Perspective: Trust is vital to successful product management. Product managers create value for their co-workers on other teams (e.g. Product managers create value for their co-workers on other teams (e.g.

Product Management 74

Product Management Leadership Marketing Organization 74

Lead on Purpose

NOVEMBER 4, 2009

— The Product Management Perspective: The ideas for this post came from a question posed to me about how an engineer can become a product manager. Following these three things will help you progress from your work as an engineer (or support or SE or any other job) to becoming a successful product manager.

Product Management 60

Product Management Leadership Sport Marketing 60

Lead on Purpose

FEBRUARY 22, 2010

— The Product Management Perspective: Product success usually starts the same way as personal success: someone has an idea. Decide what you want and “plant&# the goal in your mind.

Product Management 58

Product Management Leadership Video Marketing 58

Lead on Purpose

JANUARY 26, 2010

Filed under: Integrity , Knowledge , Leadership , Team Building , Trust Tagged: | courage , humility , Integrity , Knowledge , Nat Stoddard , respect , responsibility , success « A new Leadership Development Carnival Hire your replacement » Like Be the first to like this post. Theme: Digg 3 Column by WP Designer.

Product Management 57

Product Management Leadership Culture Team Building 57

Lead on Purpose

NOVEMBER 6, 2010

I highly recommend It’s Not Just Who You Know as guidebook to building effective relationships and increasing your leadership potential. – The Product Management Perspective: Building effective relationships is absolutely crucial for success in product management.

Product Management 63

Product Management Leadership Journal Marketing 63

Lead on Purpose

MAY 23, 2009

In his book HALFTIME: Moving from Success to Significance , author Bob Buford explores three stages of life: The first half: On average, the first 40 years of your life. In his book HALFTIME: Moving from Success to Significance , author Bob Buford explores three stages of life: The first half: On average, the first 40 years of your life.

Product Management 75

Product Management Leadership Sport Games 75

Lead on Purpose

AUGUST 29, 2009

Leaders who understand the markets they sell to and take advantage of new opportunities will receive the same rewards Dr. Dyer expresses for individuals. Using them up in any self-defeating ways means you’ve lost them forever. This same philosophy also applies to companies and organizations.

Product Management 58

Product Management Leadership Advertising Marketing 58

Lead on Purpose

OCTOBER 5, 2010

– The Product Management Perspective: Product managers play a key role in helping their teams to embrace product vision and direction. They must learn to present their roadmaps with passion and work to convince their teams they are headed in the right direction.

Training 49

Training Product Management Leadership Marketing 49

Lead on Purpose

SEPTEMBER 27, 2010

– The Product Management Perspective: Much has been written about product owner vs. product manager. To me, “product owner&# was just an agile title for the guy who fed requirements into the dev team. The owner makes sure his product meets market needs. What do you think?

Weak Development Team 67

Weak Development Team Product Management Leadership Marketing 67

Lead on Purpose

DECEMBER 3, 2010

As you wait behind the door, you hear your team line up, boots scuffing the ground, weapons cocked. John Durfee is a Gulf War veteran and the marketing manager for Airsplat, the nation’s largest retailer of Airsoft Guns including Spring Airsoft Rifles. The temperature is dropping quickly in the desert night.

Product Management 60

Product Management Leadership Marketing Resources 60

Lead on Purpose

MARCH 8, 2010

Then there’s product management… — The Product Management Perspective: One of the least palatable realities of product management is that applause and acknowledgment of great work does not come immediately; sometimes it comes slowly and many times not at all. This is the nature of the job.

Product Management 58

Product Management Leadership Innovation Marketing 58

Lead on Purpose

FEBRUARY 3, 2010

— The Product Management Perspective: Product managers are most often leaders by nature; however, they most often do not have anyone reporting directly to them. These principles still apply because, as a PM, you are a member of the team and have influence on the people who are hired on to the team.

Product Management 63

Product Management Leadership Training Resources 63