Lead on Purpose

Promoting Leadership Principles in Product Management


Leave a comment

How to lead without blinders

Several years ago I wrote that you can’t fake leadership. Becoming a leader requires a careful combination of confidence and humility. Leading an organization requires focusing intently in key areas. Successful leaders lead with their eyes wide open.

In my “day job” as a product manager I create software products that help companies fight against internal fraud. I was recently given the honor of publishing an article in Wired Innovation Insights—Blinders at the C-Level Can Cost You Billions—which discusses the perils of the “not-in-my-company” attitude, and the importance of incorporating active risk-management strategies to mitigate the insider threat. Though it focuses mostly on insider fraud, the article has valuable lessons for all leaders about focusing on the right things and not getting blindsided by the vulnerabilities your organization faces.

You can’t fake leadership, especially if you’re wearing blinders!


The Product Management Perspective: One of the best ways product managers can avoid getting caught with their blinders on is to proactively listen to your customers.


1 Comment

Taking leadership to the next level

I am admittedly a creature of habit. I like to run and when I do I listen to books, podcasts and talks. This is a great time for learning and really letting things sink down deeply in my understanding. I also (as a creature of habit) find myself going back to books I’ve listened to in the past. In recent days I’m re-listening to Good to Great by Jim Collins.

Though I love every part of this book, I’m most impressed with the chapter on Level 5 Leadership. Collins’ definition is simple: “Level 5 leaders blend the paradoxical combination of deep personal humility with intense professional will.” This is, as Collins puts it, a “study in duality.” The following are among some of the phrases Collins uses to describe the duality of a Level 5 leader:

Demonstrates a compelling modesty, shunning public adulation. Creates superb results, a clear catalyst in the transition from good to great.

Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate. Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult.

Channels ambition into the company, not to self; sets up successor for even more greatness in the next generation. Sets the standard of building an enduring great company; will settle for nothing less.

Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors or bad luck. Looks out the window, not in the mirror, to apportion credit for the success of the company – to other people, external factors and good luck.

So can you and I become a Level 5 leader? Collins was asked this question and after stating he wasn’t sure (because their research didn’t delve into that topic) he said there are two categories of people—those who don’t have the Level 5 seed within them and those who do.

The first category consists of people who could never subjugate their own needs to the greater ambition of something larger and more lasting than themselves. The second category consists of people who could evolve to Level 5; the capability resides within them, perhaps buried or ignored or simply nascent. Under the right circumstances—with self-reflection, a mentor, loving parents, a significant life experience, or other factors—the seed can begin to develop.

This inspires me and should give all of hope that we can lead teams and products and companies to success.


The Product Management Perspective: Product management provides a great opportunity to nurture leaders at your company. If you have responsibility for hiring product management or product marketing professionals, take the time to find the right people. Be rigorous in your search and interview processes and put your best PMs on your biggest opportunities.


1 Comment

Trust in Leadership – 5 Key Practices to Earn Trust

Guest post by Daniela Baker

One recent article in Forbes magazine examined the interesting phenomenon behind a shift in today’s leadership principles. The article’s author asserts that old leadership models were based on power because business was essentially about competition.

Today’s more collaborative, creative business models, on the other hand, require leaders with high emotional intelligence – business leaders who can build trust among their colleagues and employees.

The bottom line: if you want to make it as a real leader in today’s business culture, you’ve got to earn trust from those above, below, and beside you. Here are five key practices to help you do this:

1. Be vulnerable

On some level, trust comes from authenticity. If your people see you as an authentic, open, vulnerable human being, they’ll be more likely to trust you.

There’s a fine line to walk here, though. You don’t want to be naïve and set yourself up to be taken advantage of, but you do want to own up to your failures and be honest and humble. One way to do this is to let some of your personal life into your work – though, again, there’s a fine line to walk here. Another way to do this is to admit past or current mistakes, especially when mentoring your team members.

2. Don’t pass the buck

President Harry Truman was famous for the wooden sign on his desk reading “The Buck Stops Here.” One of the reasons Truman was able to build trust in those around him was that he wasn’t afraid to take responsibility for his decisions.

This should be one of your mottos as a trust-building leader. Yes, there will be times when other people will mess up, and you’ll have to deal with that. But if a decision ultimately comes down to you, make the choice, and then stand by the consequences – good or bad. If your team knows that you aren’t going to try to pass the blame to someone else, they’ll trust you more.

3. Stop micro-managing

Micro-management in the work place is a great way to tear down trust. That’s because trust is a two-way street. In order to feel trust for you, your team members also need to feel that you trust them. And if you’re constantly micro-managing their processes, they won’t feel that you trust them.

If you think you might possibly be a micro-manager, talk to others about this. Then, learn to step back and let your team members do their work. This may mean leaving room for failure, but it also means leaving space for others to learn from their mistakes.

4. Allow room for confrontation

As a leader, people will trust you more if they feel that they can bring up negative points about you, your team, a project you’re working on, or whatever. You don’t want to seek out confrontation, but you should leave space for healthy, professional confrontation that, in the long run, improves relationships.

You can create this culture by not shying away from the hard conversations with your team members. And you can create space for negative feedback by meeting with your team members on a regular basis. If you are confronted about a mistake, a choice, or something else a team member is unhappy about, listen to their complaints, take them seriously, and handle the confrontation as professionally as possible.

5. Tell it like it is

Talking in circles or constantly using subtext in your professional life is another way to break down trust. To build it up, practice telling it like it is. Open up; write a blog that others can see. For instance, we publish a blog for small business owners to help us earn trust from partners, small business owners, and our fellow team members.

This doesn’t mean you need to be tactless, but you do need to be direct and honest. If you have a reputation for directness and honesty, others will learn to trust what you say about yourself, your team, and your work.

Remember, building trust takes time, and it’s a very relational thing. You can have a great reputation for trust company-wide, but if you break trust with one person on your team, you’ll have to work hard to rebuild that person’s trust in you. This takes time and effort, but if you consistently put these five habits into practice, you’ll be a more trustworthy leader in general.

Daniela Baker from CreditDonkey is a small business blogger and social media advocate.  She studied journalism and new media. She has lived on three continents and collaborates closely with a select group of international publishers. One of her favorite quotes is: “Decisions are made by those who show up.”


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. Trust is a two-way street: you need to carry out your tasks in such a way that the team members will trust you. You also need to trust that the team members will do what they have committed to do. The five key practices listed above provide an excellent roadmap to developing trust with your teams.


1 Comment

Three characteristics of great leaders

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?


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.


3 Comments

Lead by Example

Five Ways to Be Influential and Succeed with Your Team

Guest post by Tess Pajaron

At my former job, I had a boss who would consistently tell people how important it was to leave the office on time and balance work and life. Then, he would text in the evenings, brag about how late he stayed after everyone had left and go into the office each weekend. He did not lead by example and it made the workplace confusing, uncertain and ultimately stressful.

Being a leader can be difficult. You may have some employees who communicate differently than others, conflicts to overcome within your team and roadblocks that can stunt creativity. But in the end, when you lead by example, you set the tone for your team and create a culture in your department and office.

Here are five ways you can lead by example and influence your team to innovate and succeed every time:

1. Communicate Effectively

Open communication is one of the most important aspects of solid team cohesiveness. Solid communication starts by listening. When you as the leader listen to your team members, you in turn lead by example and demonstrate them the importance of listening each and every time. This skill of listening can be a challenge for some teams, but when you set the example and create a culture of listening to various opinions, ideas and feedback you give your team a forum to feel comfortable expressing their ideas. This has been shown to improve innovation among teams. When each person shares their opinion openly, ideas come together and everyone plays an important role in the outcome of the project.

2. Practice What You Preach

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. Walking the talk goes a long way with employees when it comes to how much they respect what you have to say. When you do the opposite of what you request of them, for example not leaving the office on time and working weekends, your employees begin to doubt your leadership and wonder if they should be doing as you say or as you do. This can create a sense of confusion and quickly drive a team apart.

3. Empower Through Delegation

You brought your team together because you, or someone else in your organization, trusted in your employee’s ability to help your organization. Delegating out tasks hands over this trust and shows your team that you believe in their capabilities. If you do everything yourself, you are not leading by example but instead you are sending a signal that their input does not matter and that it is your way or no way. To have the most success, engage your team by providing them tasks to accomplish and lead by being a resource of information to help them accomplish what they are capable of.

4. Share Responsibility

A certain sense of humility goes in to leading a team well. When you discuss openly, you may find that you are wrong. Being able to admit that you are wrong for the greater good of the project and team success is a prime case of leading by example. When you can do this, you also allow your team to feel as if it is acceptable when they are wrong on an idea making them feel more comfortable with their creativity and idea generation. These ideas help fuel innovation, so sharing responsibility and being proactive in coming up with the best solution for the project as a group is essential.

5. Set Goals

Finally, having an end goal in sight that every member of the team is working toward will help you to lead toward that goal. This will allow you lead by example as you work hard toward the end goal. When your team sees you working hard toward the end goal, they in turn will do the same.

Leading by example can be difficult but using these five tips can make you a more influential leader. This is what will make you and your team a success.

Tess Pajaron is part of the team behind Open Colleges. She graduated in Business Administration with a major in Management. When not working, she loves to travel and discover new places and cultures. She can also be found on Cerebral Hacks, where she regularly contributes articles about psychology.


The Product Management Perspective: The five ideas above are all important aspects of successful product management. One of the key ideas from my perspective is building trust. Product managers who trust the other teams to do their job, and work/act in ways that allow others to trust them, have much more success with their products.


4 Comments

Guest Post: 3 Tips for Building Trust on your Team

By Susan Wells

Get to know your employees.

“People won’t care how much you know until they know how much you care.” – an old axiom, attributed to Theodore Roosevelt.

Showing your employees that you care about their well being is more than providing great benefits and insurance coverage. The corporation provides benefits, while individuals develop trustful and caring relationships.

People want to be inspired, and to really tap into the passion and enthusiasm that drives your employees, you will need to get to know them. Focus on uncovering their passions and goals. Even if these goals are unrelated to work, this knowledge will provide insight into the activities and skills that captivate your employees’ free time and energy.

Be active in your engagement. Don’t manage from behind a desk, but instead get out there and mingle with people when possible. If you think this could disrupt people’s work patterns, you can hold “office hours” in which your employees can chat with you about new ideas or problems.

Take the backseat.

When communicating ideas, the most important thing for a leader to do is listen. Speak last when possible. Provide a brief summary of what everyone has discussed, highlighting the key points. This will show everyone that you have listened, that you understand and appreciate their words and thoughts.

When it is your turn to speak, you will be able to compare and contrast your thoughts with what has already been said. This is a tactic that will allow others to be opinionated, and it will make them feel more involved in the decision making process. This is also known as letting other people think the decision was their idea.

Recognize when an idea is better than you own.

When I was in college, I worked as a customer service representative at a family-owned furniture store. It was a multi-million dollar business that was growing fast, and we often encountered problems that we weren’t sure how to solve. My boss gave me a lot of responsibility and a lot of credit. Sometimes, when I would get overheated with a problem, I would go to him for advice.

“I trust you to make the right decision,” he would say. “I’m only successful because I hire people smarter than me.”

Of course, he was a great businessman; but he recognized that he needed a team full of people who were better than him in certain areas. He recognized that his people were assets.

Preserving your ego can make you seem untrustworthy. Strong leaders don’t fear being proven wrong and they aren’t intimidated by the success of others. An ego that hoards credit will destroy trust, but generosity of spirit will strengthen it.

Susan Wells is a freelance blogger who enjoys writing about automotive and health news, technology, lifestyle and personal finance. She often researches and writes about automobile, property and health insurance, providing consumers with access to a trustworthy insurance quote guide and unbiased advice on purchasing. Susan welcomes comments.


The Product Management Perspective: Not new to Lead on Purpose is the adage that people are assets. Product managers who remember that one thing and act accordingly, have great results with their team and their products.


1 Comment

Book Review: The Right Leader

“How we go about doing the things we choose to do or are called upon to do is what makes a leader the right leader.” In his book The Right Leader: Selecting Executives Who Fit, author Nat Stoddard (with help from Claire Wyckoff) investigates the complex topic of assuring smooth executive transitions, with their primary focus at the CEO level. When a CEO does not work out for a company — which usually happens within the first 18 months — the primary reason is rarely the individual’s lack of competence; most often the problem is a result of the wrong fit.

The first section of the book focuses on finding executives who “fit” the organization. The author presents a methodology to define, measure and clarify corporate cultures to gain a clear understanding the impact they will have on a new leader’s changes for success or failure. He discusses ways to determine abilities, personality and character and map those to the company’s need and corporate culture. He develops what he calls the “universal character traits of leaders”:

Traits of personal humility: Courage, caring, compassion, respect, acceptance, kindness, optimism, gentleness, teachability and patience. He groups these as ‘private traits’ of leadership.

Traits of professional will: Integrity, persuasion, knowledge, communication, discipline, honesty, self-control, fairness, responsibility and consistency. 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.

The author discusses at length the complex selection methods and provides insight into fixing flawed selection processes. He discusses succession planning in detail and provides structure and practice for reducing the risks of leadership failures and ensuring that new executives have the abilities, personalities and energy to match the business needs of the organization.

If you are in the position of vetting candidates for top-level executive positions this book is a must-read. You will gain ideas and insights into finding the right leader for your organization and preparing for the complexities of succession planning. If you are not in this position, you will learn much about what it takes to become the right leader. The book cites many references to the author’s company and consulting services, which at times seems more self-serving than helpful. However, Mr. Stoddard’s experience and frequent metaphors and parables provide readers with much to learn about improving their leadership skills.

A Perl of wisdom: “The ‘right leader’ is always a trusted leader.” Whether you’re a CEO or an intern, you have the opportunity to lead. The efforts you make to become the trusted leader in your organization will pay dividends in the future regardless of the position you hold.


Leave a comment

Building your position

I picked up the book The Sticking Point Solution: 9 Ways to Move Your Business From Stagnation to Stunning Growth In Tough Economic Times by Jay Abraham to give me something to read on a flight today. Given the book’s title I wasn’t sure what to expect (‘sticking point’ and ‘stagnation’ are not words I use very often). However, it didn’t take me long to realize this book has great content for taking yourself and your company to new levels of leadership.

I’ll do a full review when I finish, but for now I want to share Abraham’s fifteen ways to build your position into a strong brand. “These points are personality building blocks that will help you position yourself, your company, and/or your product as a preeminent persona in your marketplace.”

  1. Attach the suffix “In your service” to everything you do for your clients. You are their trusted advisor for life.
  2. Don’t be afraid to say what your competition won’t. In any transaction, tell your client, “Here’s what you’re not being told.”
  3. Don’t hesitate to extol your own achievements and value — but do it in the context of the benefit it brings to the client. Practice at it, do it with humility and humanity, and make it heartfelt and graceful, not overbearing.
  4. List your flaws. Your clients are human, and so are you. So acknowledge it. Doing so makes you real and honest in their eyes.
  5. Cultivate the habit of looking at each relationship as a long-term investment you’re making in the marketplace. It’s not a one night stand. It’s a total attitude shift.
  6. Know your strengths and weaknesses, and play to the former. The task is simple, but most people don’t do it; they get caught up trying to improve their weaknesses. No leverage there.
  7. Control your risk. But always point out the overlooked risks and dangers your marketplace is exposed to, and help your clients reduce or eliminate them.
  8. Use as much research and data as you can to make your point, prove your advantage, and demonstrate your performance. Just be sure to summarize, compare, interpret, and analyze this information so that people can appreciate and act on it.
  9. Challenge status quo thinking with a sharper, fresher perspective, a better strategy, or a clearer game plan for your market to follow.
  10. Continually add to your brand equity by doing more, caring more, contributing more.
  11. Form alliances and advisory boards.
  12. Use endorsements and testimonials properly and often. You can garner these from buyers, community influences, and press articles.
  13. Hire the best. Pay them richly. But pay them mostly on performance.
  14. If you’re invisible, you can’t become the go-to source. Make yourself, your product, or your company known. Do it impactfully. Do it with the right people. Make the impact worth the effort.
  15. Learn to project the image of true success — long before you’ve fully achieved it. It’s only a matter of time before it will occur.


The Product Management Perspective: Most of the fifteen points apply nicely to creating great products that people want to buy. Look through the list carefully and pick out three or four points where your products are the weakest. Make an effort in the next few weeks to improve in those areas. Over time, taking these specific steps will make your products preeminent in their marketplace.


3 Comments

Leader or pusher?

Leadership, by its nature, involves being out in front, cutting a trail through difficult surroundings and confronting problems as they arise. Leaders spot opportunities and through the combination of market evidence and intuition pursue the right course for themselves and their organizations. They figuratively walk ahead and make sure the surrounding conditions are suitable for their people and organization. They are involved in the day-to-day activities of those they lead.

The label ‘pusher’ is often associated with illegal drugs and is the opposite of leader; this behavior is bad and wrong by any stretch of its definition. The label ‘pusher’ can also be attributed to managers or others who goad their people to action for selfish or otherwise negative reasons. They are pushers in the sense of compelling their people to walk ahead and set off the business land mines so they do not get burned. They make their people do things that they are unwilling to do themselves. They are ‘too busy’ or feel they are above doing the ‘grunt work’ they expect their people to do.

Are you a leader or a pusher? Answer the following questions:

  • When times are tough, do you make decisions based on fear?
  • Do your personal motives drive your decision-making?
  • Do you feel your ideas and decisions are more important than those of the people who work for you?

If you answered ‘yes’ to any of these questions, you might be a pusher. There are obviously many degrees of ‘pusher’ and they are not all bad. However, generally speaking a pusher is the antithesis of a leader. The outcome of the actions of a pusher never turns out positive. The outcome of the actions of a leader always turns out positive (though not always how you’d expect). Pushers make you do things; leaders make you want to do things. Pushers force, leaders inspire.

To become a leader, practice these principles:

  • Courage: Leaders do not allow fear to direct their decisions. They possess the poise to make tough decisions, and they stand by the consequences. When times are tough they have the mettle to persevere.
  • Integrity: Leaders are consistent in their actions, values and principles. Integrity plays an important part in their work life and their personal life.  Their motives are aligned with their organizations and with their own internal beliefs.
  • Humility: Leaders are humble. They are not weak or spineless but they posses an inner confidence that guides their actions. They are not in it to glorify themselves but to lift others.The best leaders are confidently humble.
We all have tendencies to push at times when leading would produce much better results. Let us evaluate our thoughts and actions and make changes (where necessary) to become leaders.

The Product Management Perspective: The principle of leader vs. pusher applies nicely to product management. Product managers who push rather than lead do not succeed. Because you have to work with people you do not manage, it is imperative that you lead out and not try to push. Product managers who are leaders gain the respect and trust of their teams, and the quality and timeliness of the resulting products is evident.


4 Comments

Book Review: High Altitude Leadership

High Altitude Leadership

High Altitude Leadership

“There exists a rare and special breed of leaders who…are constantly pushing past current leadership trends in order to achieve…extremely challenging goals. We call these people high altitude leaders.” High altitude leaders succeed by recognizing and surviving specific dangers that always emerge when they take themselves or their teams to the highest levels of performances. Principles that produce peak performance in the face of extreme challenges comprise the book HIGH ALTITUDE LEADERSHIP: What the World’s Most Forbidding Peaks Teach Us About Success.

The authors’ combined experience provides a perfect backdrop for powerful lessons on leadership. Chris Warner is a climber and entrepreneur (among other things) who has lead hundreds of mountaineering expeditions to the world’s most dominant mountains. He teams up with Don Schmincke, a “mad scientist” and dynamic key-note speaker who uses anthropology and evolutionary genetics to remedy high failure rates of management theories. They blend their experience to point out important principles of successful leadership. The book, replete with stories of leadership in life-or-death circumstances, describes leadership from the paradigm of eight dangers high altitude leaders face and how to handle the dangers to achieve peak performance. The following describes the eight dangers and how you can avoid them:

  • Fear of death: Leadership can be difficult and dangerous. You accept the title of leader and work to make positive change in your organization. Then you slip off the cliff into reality. Things start to fall apart around you. Fear creeps in. When faced with fear most people freeze up. Whether climbing a mountain or running a company, letting fear take hold on your actions will lead to failure. Taking decisive action is the antidote for fear. “Acting decisively in the face of great fear triggers the actions needed for success.” Do not shy away from experiences that evoke feelings of facing death. Embracing the death of projects, goals, careers, teams or companies will propel you to become a more effective leader.
  • Selfishness: The act of placing a higher priority on one’s own desires or “needs” than on the desires and needs of other people defines the word ‘selfishness.’ Selfish behavior robs companies of profits, reduces job satisfaction and weakens organizations’ culture. Overcoming selfishness is critical to effective leadership. This is done by crafting a compelling saga — language and actions that inspire passion for a strategic result. The compelling saga drives performance, inspires value-based behavior and provides strategic focus.
  • Tool seduction: Tools are absolutely necessary in climbing and in business; but in the critical moments, even the best tools break or fail to provide the results expected. Do not be seduced by them. Seek for ways to use tools (software, hardware, new programs) effectively without getting bogged down and losing productivity. Adapt your tools to you (and your organization), not the other way around.
  • Arrogance: “Arrogance places organizations and teams in danger of death every day.” Read any major news source and you will find evidence of the effects of arrogance on companies and individuals. The simple cure for arrogance is humility. Though somewhat misunderstood, especially in a business context, humility actually stimulates strength and produces growth. A high altitude leader learns from failure and “finds arrogance intolerable in a team.”
  • Lone heroism: Ego-driven, selfish, glory-seeking heroism is dangerous. Lone heroism sucks profits because of the resources needed to clean up the damage it causes. To treat the affects of lone heroism, develop partnerships with other individuals and companies. Partnerships will help you leverage the strengths of many, which are always greater and more enduring that individual strengths.
  • Cowardice: Like fear, cowardice stops employees from challenging the status quo, holding others accountable and exposing weakness in a team. The cure for cowardice is bravery. Bravery can be induced by the constructive use of truth, shame and walking the talk.
  • Comfort: Everybody’s committed when things are comfortable. When they grow difficult you see who the true leaders are by their actions. “Great achievements sometimes require enduring extreme discomfort. And that’s when real leadership is tested, validated, and proven.” You need to persevere through difficult times, and then when things are going smoothly, watch out even more vigilantly for signs of too much comfort.
  • Gravity: Leaders choose to go to new heights; gravity is the great equalizer. In business, gravity emerges as a force of uncertainty that sometimes propels you and other times sucks you down. Let luck (yes luck) maximize your opportunities for success by being open to new experiences. Listen to your lucky hunches; your gut is usually right. Expect good fortune and visualize yourself achieving it — this creates a powerful source for success. Don’t dwell on the bad things that happen, focus on the positive.

High Altitude Leadership is a must-read for anyone seeking to improve his or her leadership abilities. The “cures” for the eight steps build on each other to derive a complete package of behavior that leads to success. The stories about climbing the world’s highest mountains are gripping and envelop you in the book’s principles so powerfully you come away feeling like you’ve been there, and with clear directives on how to apply the principles. I have never done serious mountain climbing or high-altitude mountaineering, yet I found myself captivated by the stories and the way of life the book endorses. The authors’ ability to weave real-world high adventure into a compelling leadership book speaks volumes about their experience. The combination is powerful and absolutely worth the read!


The Product Management Perspective: High Altitude Leadership promotes principles that — if applied to product management — will improve your products, strengthen your teams and propel you to new heights as a product manager (and beyond).

Follow

Get every new post delivered to your Inbox.

Join 2,406 other followers