The people I consider successful all have at least one thing in common…they expect to win. They see themselves as winners and whatever they put their minds to they accomplish. Their ‘win’ does not always happen in the way they initially intend, but in the end they succeed.
I write about trust often on this blog, so I’ll keep this post short and to the point: Gaining and keeping the trust of those you lead is one of the top factors to your company’s ongoing success.
Think about someone you trust unconditionally. Is there anything you wouldn’t do for that person? Why? Here’s my answer: that person would never ask me to do something that was not in my best interest.
Do you lead your organization such that everything you do results in the best outcome for the people you lead? If not, why not? If you want to gain the full trust of your people, you need to show them, by your words and actions, that what they are working towards will be in their best interest. When problems arise, and things don’t go as planned, they will understand why and will move forward despite setbacks.
When you live and lead in such a way that people trust your decisions and direction, you will succeed.
The Product Management Perspective: Trust is the key to effectively working with the teams you depend on for your product’s success. Trust is key to understanding your customers and markets. Trust is a two-way street: you need to carry out your tasks in such a way that team members will trust you; you also need to trust that team members will do what they have committed to do. When you live and lead in such a way that people trust your decisions and direction, you will succeed…and so will your products!
“There’s no way to institutionalize or “corporatize” niceness…. It has to come from the top, and from there it will filter down…”
We live in a world where information travels quickly and powerfully. Nothing happens—good or bad—without the world knowing it. In his book Nice Companies Finish First: Why Cutthroat Management is over—and Collaboration Is In, author Peter Shankman shows how famously nice executives, entrepreneurs, and companies are setting the standard for success in this new world. He goes in-depth with nine hallmarks of effective leadership:
Trait #2—The Accessibility Factor: Shows commonsense respect and openness for and with colleagues, direct reports and rank-and-file workers and establishes a feeling of workplace equality.
Trait #3—Strategic Listening: Makes sure they understand what someone is saying instead of taking words and forgetting them later. Acts on what they see and hear in the marketplace.
Trait #4—Good Stewardship: Seeks, first and foremost, to be a good neighbor; chooses stewardship that fits with and reflects well on the business.
Trait #5—Loyalty: Allows for and encourages professional growth of employees; provides flexibility for motivated, productive workers; lets employees fail and ensures that everyone learns the lessons within the failure.
Trait #6—Glass-Half-Full POV: Acts enthusiastically about the possibilities, but is not blind to the problems. Is action-oriented, takes time to consider all options and makes timely decisions.
Trait #7—Customer Service-Centric: Practices what he or she preaches; gives the team permission to solve customer problems; knows the audience—it’s not about who you think you are, it’s about what your customer thinks.
Trait #8—Merit-Based Competitor: Observes the marketplace and examines data for competitive insights; provides customers with new reasons to return; finds new, fun ways to make change work.
Trait #9—Gives a Damn: Makes decisions based on shareholder value and impact on corporate integrity; does what’s right even if it’s not obviously profitable; accepts ultimate responsibility.
Mr. Shankman shows how leaders like JetBlue’s Dave Needleman, Andrew Taylor of Enterprise Rent-A-Car and Ken Chenault of Amex practice these traits to build productive, open, innovative and positive workplaces for the benefit of customers, employees, stockholders, and the bottom line. Your organization’s growth and success will increase as you apply these principles.
This book has scores of stories that illustrate how nice people and companies finish first. It’s a must-read for every leader who wants to create a successful, long-term organization.
The Product Management Perspective: It goes without saying that nice product managers have more success. Your success depends on others doing their work in the best way possible. Take Mr. Shankman’s words to heart as you take your next product to market.
Guest post by Marcela De Vivo
Managers and team leaders alike want to create the best possible environment for their employees in order to have a high-functioning workplace, but exactly how to go about this is a bit of a difficult question. Each employee has a particular way they get things done, but it is your job as their leader to motivate them to work together.
Image via Free Digital Photos
There are several different ways to go about motivating your employees; some are tried and true, and others may be things you have never done before. Whatever you do, start working today for a more positive work environment and higher group efficiency.
1. Spend time one-on-one
Sometimes, it’s easy for your employees to get lost in the midst of a huge corporation. This can be discouraging, and can ultimately cause them to think that their work is not recognized or needed.
Let them know that you do acknowledge and appreciate their efforts by spending some time with them, one-on-one. Share with them specific times when you have been satisfied with their work, and remind them why they are so indispensable within the company.
2. Be a good example
Your employees are constantly looking to you for how they should be doing things and how they should react in certain situations. That means, if you are constantly giving off negative vibes and criticizing the company, there is a pretty good chance your employees will learn to do the same.
Come into the office everyday with a positive attitude, and start including your employees in the decision-making process. They will start to respond to your outlook, which develops a much healthier work environment.
3. Devote a room to relaxation
When employees are at work day-after-day, accomplishing tasks and going to meetings, the office tends to become monotonous. Your employees need some place to relax and recharge, and why can’t this be right in your building?
Create a room specifically for relaxing and meditation. Use feng shui in the room to ensure there is a good flow and atmosphere for all your employees. One of the most effective ways to promote relaxation is to incorporate a water element within the workplace, such as a water wall or small fountain. When your employees feel rested, they will be more motivated to work hard.
4. Promote a safe environment
Like anyone, your employees get frustrated with some aspects of work. Does this mean that every time you hear them voice something negative you should be worried they are going to quit? Of course not! Instead, let them know it’s okay to speak up and voice their complaints.
As a leader it is your job to make this a healthy exercise instead of becoming negative, but sometimes getting something off our chest just feels good. Do what you can to listen to their requests and complaints and make some positive changes in the office.
5. Have fun as a group outside the office
A close-knit team works wonders for productivity at work. Building relationships and morale should be at the top of your list as a manager, but this doesn’t always need to stay at the office.
Plan group events with your team. Weekend barbeques at someone’s house, Monday morning breakfasts and even happy hour events after work all grow your employees together and get them excited to work together. You can even use these kinds of events as a reward for hard work.
Image via Free Digital Photos
No matter what methods you employ, your employees should be very important to you. They are the ones working for you, and it is your job to motivate them to be the best they can be.
Marcela De Vivo is a freelance writer and business owner who always puts her team first. She and her team practice yoga and meditation every morning and, on Fridays, they all get together to have lunch to brainstorm and relax. You can find out more about her business and team by visiting Gryffin Media’s website.
The Product Management Perspective: As a product manager you have a major influence on all those responsible for creating, marketing and selling your products. While you do not manage those individuals, you can have a major effect on their productivity and success. Experiment with these principles to find ways to motivate those whom you count on for the success of your products.
I am facing a major change in the next week. My daughter, who has gone to college for a couple of years, recently decided to serve an 18 month mission for our church; she will be serving in Scotland and Ireland for the next year and a half. While I couldn’t be happier for her decision, it’s admittedly difficulty for me to let her go. Not only will I miss doing things with her, but I’ll also worry about her safety. Though logic tells me she’s a “big girl” and will handle herself well, it’s difficult for me to let go. And yet I know that this experience will provide opportunities that will help her grow throughout her life.
As leaders, we often face situations where someone we know wants to take a new position that will give them opportunities to grow in their career. We might hesitate to let them go because they play such a key role. However, successful leaders learn when to let go and support their people taking new roles (even if they are leaving the organization).
To the extent we support and encourage someone in this situation we will find new opportunities for growth in our own situation. For example, the process of finding and training someone to backfill a role will help us sharpen our own saw. It’s never easy, but in the long run our efforts will be well worth it. The more we help others get where they want to go, the better off we become. And quite often, the people you help with their careers come back later to help you succeed.
The Product Management Perspective: Quite often as product managers we get comfortable with a given development team or marketing exec, and then change comes and we wonder what’s going to happen. As with most things in life, if we embrace the change and work for the best outcome, good things will happen. Learn to let go, and then double down, work hard and things will go well.
Making big decision is not easy; in fact it might be one of the most difficult things we ever have to do. The tendency is to postpone decisions as long as we can and put of the pain.
At its root the word of decision means to cut off. When you make a decision you go with one thing and leave all the rest behind. Cutting yourself off from other choices is not easy, and that’s at the root of why we tend to put off big decisions. We postpone decisions for various reasons: we don’t want to offend people; we’re not sure who or what to choose; we’re afraid we’ll be wrong in the end. We need to stop putting off big decisions.
According to Seth Godin, the key to making big decisions is not time: “First rule of decision making: More time does not create better decisions. In fact, it usually decreases the quality of the decision.” Why is it better to act quickly? Seth goes on to say, “Deciding now frees up your most valuable asset, time, so you can go work on something else. What happens if, starting today, you make every decision as soon as you have a reasonable amount of data?”
A CEO I know recently made a decision to consolidate three teams into one. Two of the teams were led by VPs, which meant one of them had to go. There was a fair amount of disagreement whether the CEO made the right decision, but I was very impressed by his decisive action. I don’t know any of the details behind the decision, but from my perspective he didn’t draw it out, he was cordial and fair to all parties involved, and he didn’t apologize. He admitted he might find out he was wrong at some point, but he accepted full responsibility for the decision and is moving forward.
“Leadership is an action, not a position.” ~ Donald H. McGannon
The Product Management Perspective: As a product manager you have to sort through a lot of data. Don’t get bogged down in the details. Be decisive. When you encounter decisions that must be made about your product, get the information and make the decision. Don’t procrastinate; your product’s success depends on it.
What does it take to make the right decision? According to a recent post by Seth Godin, the key to making decisions is not time:
First rule of decision making: More time does not create better decisions. In fact, it usually decreases the quality of the decision.
So if taking more time decreases the quality of your decisions, what can you do to increase it? Seth goes on to say:
Deciding now frees up your most valuable asset, time, so you can go work on something else. What happens if, starting today, you make every decision as soon as you have a reasonable amount of data?
Acquire the data you need and sort it out quickly. Make the decision and move forward confidently.
“Leadership is an action, not a position.” ~ Donald H. McGannon
Do not let time get in the way of timely decisions.
The Product Management Perspective: As a product manager you have to sort through a lot of data. Don’t get bogged down in the details. Be decisive.