Improving management effectiveness

Posted on March 30, 2013 by Michael Ray Hopkin

One of the primary themes of Lead on Purpose is leading effectively regardless of whether you are in a position of authority – in a ‘management’ position. That will continue to be a primary topic for this blog. However, I was recently introduced to a new tool that will help managers and leaders of small to large groups direct their teams more effectively. The tool is called ThEME.

ThEME

Elizabeth Haas Edersheim and her team created the ThEME tool to connect you to the “greats of management.” It is an interactive tool for accessing the wisdom and practical experience of great management thinkers and practitioners – both the gurus of the past and today’s pathfinders. Its integrated framework of the elements of management effectiveness provides users easy access to quotes, video clips, anecdotes, and exercises on any element of management.

Here are a few quotes to whet your appetite:

“Good is the enemy of Great.” –Jim Collins

“Don’t confuse motion with progress.” –Peter Drucker

“The societal disease of our time—short-term thinking.” –Warren Bennis

“A people that values its privileges above its principles soon loses both.” –Dwight D. Eisenhower

“Being the richest man in the cemetery doesn’t matter to me…Going to bed at night saying we’ve done something wonderful…that’s what matters to me.” –Steve Jobs

The ThEME tool will help you gather the specific information you need to manage effectively.

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The Product Management Perspective: If you are leading a team of product managers, set clear goals and make sure your team knows what’s expected of them. Product management focuses on releasing the right products to the right markets at the right time; set both financial and operational goals for your product line. Build strong relationships with your team. They need to know, without any hesitation, that you have their backs and will do everything you can to help them succeed. Build relationships of trust.

Filed under: Leadership, Purpose, Team Building | Tagged: , , , , , | 1 Comment »

Leaders take action

Posted on March 23, 2013 by Michael Ray Hopkin

Great leaders understand the responsibility of doing things right, making sure they’re accomplishing the goals they’ve set out for themselves and their organizations. Doing things right is a core to success. However, if you focus too much on planning, and don’t get to work making things happen, you might miss the bigger opportunity.

General George S. Patton summed up this concept nicely when he said: “A good plan executed right now is far better than a perfect plan executed next week.” Planning is a good thing and it’s always necessary. However, if you focus too much on planning you will never achieve the success you’re really looking for.

Steve Johnson – strategic product management coach and storyteller – wrote about the importance of getting things done in a recent post: “There’s doing it right, and there’s doing it perfectly. You want to focus on the former and not the latter.”

Take a look at how you plan, and then take a hard look at how you execute. If you focus more on the planning than the executing, make it a priority to change, to focus on the latter.

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The Product Management Perspective: Agile development has become an important software development methodology. While it doesn’t make sense for every product development group to use Agile, the idea of iterating between planning and development can (and should) be applied regardless. If writing a lengthy PRD makes sense, do it, but do it quickly and get it to development so they can start working on it. Don’t get caught up in having the “perfect PRD” – it doesn’t exist. Take time to plan, but get moving quickly. Your customers will be the beneficiaries.

Filed under: Leadership, Product Management / Marketing | Tagged: , , , | Leave a Comment »

Leadership and accountability

Posted on March 9, 2013 by Michael Ray Hopkin

In today’s world too many people avoid accountability for their actions. When things go wrong they find someone or something else to blame. Look around you…I’m sure you’ll see examples.

Too often leaders of organizations take the credit when things go well, but they find ways to avoid responsibility when they get unexpected results. This behavior will not work in the long-term; accountability is too important for leaders avoid. They need to make every decision with the resolution that no matter what the outcome, they will take responsibility for the results.

So what does ‘accountability’ look like? Leadership expert and author Michael Hyatt summed it up nicely in his article How Real Leaders Demonstrate Accountability:

First and foremost, it means that you accept responsibility for the outcomes expected of you—both good and bad. You don’t blame others. And you don’t blame the external environment. There are always things you could have done—or still can do—to change the outcome.

In the article Mr. Hyatt gives a great example of a leader truly stepping up to his accountability (pay particular attention to the opening paragraph in the summary report).

Leaders will not succeed in the long run if they are not accountable in their personal lives. My friend and mentor Dr. Paul Jenkins is the expert in personal accountability. In his recent video he describes two paradigms that shape individual’s lives. Watch this video – it will change your life for the better:

Take responsibility for your actions. Be accountable as an individual and as a leader. I promise you will achieve more success in everything you do.

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The Product Management Perspective: The way in which product managers see their world – their ‘paradigm’ – influences their effectiveness as a leader. They can take the ‘victim’ approach or the ‘agent/hero’ approach. If they blame others and wonder why things don’t work out, they are taking the victim approach. If they take accountability for their actions and do whatever it takes to succeed, they become agents of positive change. They become heroes to those whom they lead. Not ‘hero’ in the sense of super heroes, but in the sense of someone who does more than they are expected (and probably paid) to do.

Filed under: Leadership | Tagged: , , , | 1 Comment »

Managing projects effectively

Posted on March 4, 2013 by Michael Ray Hopkin

Guest post by Joel Parkinson

In general, a project is defined as an activity or endeavor that has a definite start and end date, and is done to achieve certain goals or objectives. The common stages of a project include Initiation, Planning, Execution, Control and Completion. A project is also run by a project manager, who is responsible for the day-to-day execution of tasks, and is often appointed by the project owner or sponsor. A good project manager must also possess the ability to communicate clearly, solve problems, handle interpersonal conflicts, and plan, as well as secure commitments.   Below are more useful tips on how to manage a project effectively.

Define Project Scale and Scope

Once a project proposal hits the desk of the project manager, most of the terms and information inside it can still be too broad or undefined. The first thing that the project manager must do is make a list of questions that should be asked for clarification. The more closely project managers define the project at the onset, there will be less likelihood of slippage, and other costly errors.

Identify Project Tasks

Once the project plan or proposal passes the viability and feasibility tests, the next phase would be to identify and designate all the individual tasks associated with the project.  Good project management requires the efficient managing of various activities, to bring a successful conclusion forth. Remember that, in project management, a “task” refers to anything that consumes time, whether action is required or not.

Get Off To a Good Start

Get off to a good start, by keeping track of the objectives. The manager can eliminate all fears and uncertainty by holding regular formal meetings with all stakeholders, and keeping morale up by immediately dealing with all staff concerns. The manager must also make sure that he/she has all inputs from interested parties, and foster an open environment that encourages the free sharing of ideas. It would also help if the manager breaks the project into small sections, for better tracking of progress.

Perform Time, Quality and Cost Change Control

According to most project management experts, a project has three major constraints, and these are time, quality and cost. The manager, along with his or her team, needs to devise a set of parameters (and safety nets) to ensure that if things go wrong, the problems are recognized, and the project is not bogged down because the backup plans and revisions are already in place.

When it comes to managing projects effectively, take time to identify what went well and what did not go right. Learn from your mistakes and analyze the strengths and weaknesses of the project team (or the processes), and then hold meetings with the team to discuss what positive changes need to be done to improve.

Joel Parkinson is a writer for the web site projectmanager.com where he has recently been researching project management software. In his spare time, Joel enjoys surfing and running.

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The Product Management Perspective: Software projects have a lot of moving parts. The project manager keeps these projects running smoothly. A solid project manager is a product manager’s best friend. Work closely with your project manager and be grateful for the work they do to keep your software project moving forward in a timely manner.

Filed under: Team Building | Tagged: , , , | 1 Comment »

Six Principles of Persuasion for Leaders

Posted on February 23, 2013 by Michael Ray Hopkin

Guest post by Brad Zomick

There is no worse feeling then when you are trying to lead a group and no one on the team is taking you seriously. Nobody listening to you makes it difficult, or even impossible, to achieve your shared goal. With these short principles of persuasion, we hope to put those experiences in the past.

Many studies have been done about the science of persuasion, and Robert Cialdini is perhaps one of the most respected experts in the field. He has distilled persuasion in to 6 principles that have been widely adopted in the field of marketing. Today we are going see how to apply these skills to real-world situations to master the art of leadership.

Principle #1 – Reciprocity

This one goes back to the golden rule, “Do unto others as you would want them to do unto you.” Regardless of your rank and command, if you want to earn the respect of those around you, you need give respect first, and do it in a personal and if possible unexpected way. Next time one of your employees does a good job, let them know it. Go above and beyond verbal recognition. Simply put, to get a lot, you have to give a little.

Principle #2 – Scarcity

It is human nature to desire things that are available in limited quantities and the less there is, the more people want it. It can be applied to the respect and rewards that are directed to employees. If you are going to be rewarding your employees with tangible items, set up a system where the reward is limited and certain goals need to be met to achieve them.

Another application of scarcity is through communication. For instance, when you are assigning a task or responsibility, make it sound unique and exciting and stress what your employees stand to lose from not getting involved.

Principle #3 – Authority

You can command the authority of your employees with two tactics beyond your formal job title. If you are the boss, dress like it. Make sure your outfit is clean, ironed and appropriate for your work environment. If you have the appearance of authority, it is more likely people will respond favorably to your requests.

You should also be knowledgeable about the company and your role within it. Your knowledge will speak for itself. You will slowly gain authority without ever asking for it.

Principle #4 – Consistency

People find comfort in commitment. As a leader, you often are seeking and asking for commitment from constituents, but you need to lead by example first, and give voluntary, active, and public commitments. Show your employees that you are reliable and in turn you can expect the same from them.

Principle #5 – Liking

People are more likely to oblige requests from people they like and know well, and we tend to like those who are similar and those who give compliments, and cooperate well. As a leader, you should strive to get to know your employees. Learn about them and find common bonds.

Principle #6 – Consensus

When we are unsure we look to the actions and behavior of others guide our decision making process.  A leader can use this in two ways. When trying to get a team member to do something, you can refer to the herd mentality, implying that everyone does it the way you suggest, or make the person feel included by approaching them individually to request they join the team.

Conclusion

No doubt we can all see many missed opportunities in the work place where a simple gesture or rewording of a sentence could have improved the outcome of situation. Let those bygones be bygones and move forward with Robert Cialdini’s six principles of persuasion, which are timeless soft skills that any leader can use regardless of the size or type of organization. Practice these principles and you will not only become a better leader but you will earn the respect of your colleagues, team members, and superiors. The best part is they will not only respect you, but like you too. What’s not to like about that!

This is a guest post by Brad Zomick from SkilledUp.com – the leading source of reviews, ratings and deals on online courses, with over 50,000 courses from over 200 providers available in every subject. Find online courses at SkilledUp.com to get skills and get ahead, and visit us on Facebook and Twitter.

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The Product Management Perspective: The principles discussed above apply nicely to product management. Look for ways to lead with consistency and consensus, and your products – and the customers that use them – will reap the benefits.

Filed under: Leadership | Tagged: , , , , | 2 Comments »

Three characteristics of great leaders

Posted on February 18, 2013 by Michael Ray Hopkin

If you want to be a great leader, you have to be a great follower. All the great leaders I have studied talk about the people who encouraged and inspired them to do great things. In almost every case, it wasn’t just one person who inspired them; it was a number of people. You will find some level of the following three characteristics in all great leaders:

  1. They study successful people: They have devoted significant time and energy to studying great leaders of the past and present. They take careful note of the results that have made others successful and find ways to incorporate the learning into their daily life.
  2. They take direction: Great leaders are willing to take direction from others. The ‘others’ could be a spouse, a boss or a religious leader. The interesting thing is that it doesn’t matter; they respect others and are willing to listen and take direction. They learn to trust in guidance outside themselves.
  3. They are humble: Most great leaders, both past and present, are humble, unassuming people. By ‘humble’ I do not mean weak or simple, but modest and self-effacing. They have a way of inspiring greatness in others while not drawing attention to their own successes. They look for ways to help others build confidence and find happiness in the successes of the people they help.

Think & Grow RichI can think of many leaders (past and present) who embody these characteristics in their lives. Napoleon Hill exemplifies a leader who was a great follower. He studied the lives of successful people for more than 20 years and compiled his findings in the book Think and Grow Rich.

He coined phrases like “thoughts are things” and “the mastermind” and quotes such as “whatever the mind of a man can conceive and believe, it can achieve.” The interesting thing about Hill’s success as a leader was that he did not set out to become a leader. He humbly agreed to a challenge by Andrew Carnegie to learn about his secret and take it to the world. In part because of his willingness to be a follower (and a learner) he became a world-renowned author and leader.

Who are some of the great leaders you look up to? Do they exhibit these characteristics?

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The Product Management Perspective: As the product manager you are on the front line for your products. You carry a huge responsibility for their success. Read about and study successful people (both inside and outside of PM). Be humble and open to taking direction from others. Incorporate these characteristics into your behavior and you will find increased success with your products.

Filed under: Leadership, Trust | Tagged: , , , , | 1 Comment »

Leadership and collaboration

Posted on February 9, 2013 by Michael Ray Hopkin

When you consider that success includes all the important aspects of life in aggregate, the most successful people focus first and foremost on making other people successful. They collaborate with others. When an opportunity arises they first consider its implications on the people they lead and the people they care about. When a problem surfaces they don’t panic and start pointing fingers; they work with the team until things are right again.

In a humorous and insightful article titled “The Princess Bride”: Movie or Mini-MBA? author Jim Foxworthy takes eight quotes from this classic movie and applies them product management. The first one relates nicely to leadership and collaboration:

“You rush a miracle man, you get rotten miracles.” The lead engineer says the product will miss the release date by six months. You may want to strangle this person, but keep this quote in mind. You’ve got to collaborate with your counterparts in development, because what they do isn’t immediate. It’s not throwing a light switch.

Too often we get in a hurry and forget to work with those who can help us the most. Take the time to listen. Make sure you understand every situation before you make decisions. Work effectively with others and your success will accelerate up and to the right.

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The Product Management Perspective: Product managers have to collaborate with many teams. None is more important than development…the folks who are building your products. You have to work with them, you have to be patient, and you have to be a team player. Take time to listen, look for ways negotiate and come to an agreement.

Filed under: Leadership, Product Management / Marketing | Tagged: , , , | Leave a Comment »

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