Lead on Purpose

Promoting Leadership Principles in Product Management


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How you become the ideal team player

Teamwork is critical for the true success of everything we do. Think about it, every venture we undertake requires help from someone; that’s the way it’s supposed to go.

If we rely on others for our success, others rely on us for theirs. How can we help others most effectively? What do we need to become great team players?

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Why you should make your bed

If you want to change your life, and maybe the world, you need to see things through different eyes. The simple things in life—things that we don’t always see right in front of us—make all the difference.

It may seem unreasonable to focus on the little things when there are so many big issues that demand your attention. This focus on the little things sets you up for success when it comes to tackling the big things.

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How to lead with commitment

I recently became aware of a CEO who believes he’s a great leader. He’s smart with a solid educational background, and he has the charisma to do great things. However, most of the people in his organization don’t see him as a leader.

You might wonder what he’s lacking. Based on what my friend (who works for him) tells me, he’s not committed to the success of the people in his organization. He storms into meetings and makes statements about how bad things are and that they need to change. In a recent meeting, he came in unannounced and started telling the people in the room what their job titles would be changing to. He then looked at my friend and said, “I’m not sure what your title’s going to be.”

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Launching winning products and services

One of the more difficult tasks for a company is launching new products and initiatives. It’s easier to focus on designing and building products than getting them successfully into the market.

Launching your new products and services is critical to the overall success of your organization. How do you launch that winning product?

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How Leaders Lead on Purpose in Crisis

Guest post by James E. Lukaszewski

One of the most common weaknesses I see in crisis response is the lack of specific roles and assignments for top management. The result of this gap in crisis management is mismanagement, lack of management, or paralysis that afflicts leaders as they try to figure out what to do while things are leaking, stinking, burning, foaming and worse.

Rather than running the crisis response, six powerful leadership tasks need to be undertaken before, during and after a crisis erupts. In the course of directing client’s crisis responses and analyzing past failed management responses, it’s clear to me that crisis response success depends on having essential leadership responsibilities spelled out carefully for your senior team (or the leaders who survive):

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