Lead on Purpose

Promoting Leadership Principles in Product Management


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Changing the game with decisive action

You have created the vision for your products; you’ve built trust among your teams; you’re working hard to motivate team members to do great things; and you’re working to develop your teams with insight and direction. The final step in my 5 Factors methodology is to act decisively. As the product leader you need to get things moving; you own the success of your products.

How will acting decisively change the game for your products?

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Developing team member skills

As you progress on the journey of building great teams, you create the vision, build a strong foundation of trust and motivate your team to reach beyond what they thought they were capable of doing. The next step is to work with your teams to develop their ability to work more effectively and hone their skills for the markets your products serve.

Why should you focus on developing your team?

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Motivating and influencing your teams

You’ve nailed the vision, and built the foundation of trust, now you need to motivate your teams. The success of your product depends on the work they (engineering, UX/design, marketing, sales, etc.) do. In nearly all cases, the individuals on whom you depend for this success do not report to you. That’s why motivating and influencing become some of the most important things you do as a product manager.

What are the key elements to motivating and influencing your teams?

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Building trust with your teams

Another key element of a successful product management organization is creating trust with your teams, the teams you work with to build your products. Creating relationships of trust sets a foundation for the work you and your teams will need to build great products.

Why is building trust so important?

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How to create product vision

One of the key elements of a successful product management organization is creating the vision for your products—the ‘why’ that drives their purchase and the factors that make them successful in their markets. When you nail the product vision, you’re well on your way to business success.

So how do you create product vision?

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Product manager or product maker?

Titles have a way of morphing over time. In some cases, they improve and become more popular. At times, because of the acts of certain, often high-profile, individuals, titles can lose value.

When you think about the title ‘product manager’ how does it make you feel? Does it still hold the value it had when you first started learning about it? What about when you took your first job as a product manager—do you feel the same today as you did in those first days and weeks?

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Product Manager as CEO

Many product managers have begun their tenure with an up-and-coming company by hearing the phrase, “We want you to be the CEO of the product.” While many have argued the validity of this statement, it is something that every product manager should aspire to become, and that is what the market wants.

So how does one achieve this admirable and lofty goal? A startup company CTO explained this best: a product manager is someone who will stop at nothing, accept no excuses, take no prisoners, and make the product successful. The PM owns the product and is completely responsible for its success.

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