Building software platforms and applications that customers love, and will recommend to their peers, takes extreme focus and hard work. There are many moving parts to product success, including understanding your market and the problems customers in the market face, and building solutions that solve those problems.
Successful product leaders understand the value of both strategy and execution: Strategynecessary for building products that perform well into the future. Execution requires the focus and discipline to do things now for near-term product releases.
How do you succeed in both of these two seemingly dissimilar aspects of product management?
The most effective leaders know there’s only one thing they have complete control over: “the way in which I respond and react to another human.” They know their success depends on the unity and determination of their team members. They also know the best work comes from individuals who are motivated and excited about the work they’re doing.
How do leaders improve the performance of their teams and create a culture of productivity?
People make companies successful. Without effective team formation, a business can’t succeed. Carefully choosing and assigning roles and tasks is a crucial element in business management.
Building a strong team with a healthy work relationship is a demanding task. That is why carefully selected and strictly established rules can be life savers. These critical rules for team formation can help you create an amazing team.
Teamwork is a key factor when it comes to creating workplace success. No doubt individuals with incredible talent can accomplish great things on their own. However, for your company to create great products and successfully complete projects, you need teams that collaborate.
Problems arise when teams aren’t committed to communicating and working together. What’s more, 86% of employees attribute major workplace failures to poor collaboration. Teams not committed to working together will never achieve the success they’re striving for. How do you get your teams collaborating?
Recently companies have raised their focus on why customer success matters and how to delight increasingly demanding customers. At its core, creating happy customers requires happy employees—the front-line people who interact continually with customers.
What are companies doing to develop their employees? Do free lunches and game rooms provide the needed motivation to keep employees excited and customers happy? What are you doing to improve employee engagement in your organization?
It’s difficult (if not impossible) to quantify what it takes to develop a productive and successful product team. Every product is unique, and every company does things differently. From a distance it may seem that there’s no process or methodology to create a high-performing product team.
Developing great products entails teams of people working together. With the proliferation of product roles in recent years it has become more important for product teams to function well together and collaborate effectively with other teams and individuals in the organization. Increased focus on building great teams is desperately needed in today’s fast-evolving technology world, yet for too many companies it’s not a high priority.
What does it take to develop a group of disparate individuals into a high-performing product team?
Accountability can be thought of as a punitive word with an implied threat-as in “I’m going to hold you accountable.” Yet, when you think about holding someone accountability, it is actually a measure of your respect for them and the high expectations you have for them.
Throughout the past 38 years, first as an executive search consultant and then as an executive coach, I had the opportunity to work with hundreds of executives. During those years, I began to see what leaders do that leads to accountable cultures. Consistently holding your people accountable is indeed a sign of respect. People who are respected, respond by respecting the person respecting them.
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.
For most organizations, individuals starting a new job have 90 days to prove themselves. What happens during this critical time can make or break your career.
Your goal is to get as rapidly as possible to the break-even point. This is the point at which you have contributed as much value to the organization as you have consumed from it. Putting together a successful strategy for getting to this point, and accelerating past it, is key to your transition.
In business, being a leader doesn’t just fill a job title. You must have the capacity to motivate your team to enable them to deliver their tasks in a timely manner and in line with the overall goals of the company.
On the other hand, unmet targets are only the start of the problems caused by bad leaders in any organization. Today, let’s talk about the effects of poor leadership on your team.