I’m away this week, so I “pre-loaded” my blog with a link to a great post.
I’m out camping in the mountains this week, far away from the connected world, so I “pre-loaded” my blogging gun with a link to a great post.
Today’s link is a classic from my friend Greg Strouse at XOD blog. There are many things that cause trials and tribulations in the workplace. In his post Ten Simple Rules, Greg provides ten rules (actually 12 with his two bonus rules) to being a successful employee. These rules are not only great for employees but also for leaders at any level. This post merits careful study.
As discussed in a previous post, it might make some uncomfortable to use the word ‘love’ in the context of leadership. However, the practice of love in the context of leadership is both powerful and necessary. Steve Farber describes this clearly in his audio book Extreme Leadership: In Pursuit of the OS!M. What does it mean to love the people you lead? My definition for the acronym LOVE embodies the actions necessary to cultivate positive behaviors that lead to successful results, and includes the following actions:
- L – Listen
- O – Observe
- V – Value
- E – Experience
A key to success in any vocation is gaining deep insight into the market(s) you are serving. Product managers and marketers know the importance of understanding their market. In their book Tuned In, authors Craig Stull, Phil Myers and David Meerman Scott offer the following advice:
Product managers, executives, and marketers regularly meet with people in the marketplace and observe how those people do business or go about their lives. These observations provide insight into the full scope of the problems and the usage requirements and significant obstacles to adoption of any proposed solution. The most important thing they do is to live in and observe the prospect’s world.” (Emphasis added)
In the context of leadership, you want to gain a deep insight into the people you serve. Observing behaviors and actions leads to understanding. These observations come during meetings, at events, and by spending time one-on-one with the people in your organization. A tight correlation exists between listening and observing. As a leader, the two actions combine to strengthen relationships and build trust among those whom you lead. When you observe others, practice the following actions:
- Learn specifics: Watch how people act. Determine why they do certain things in a given circumstance. Learn as much as you can about what drives people to the successful behaviors promoted by your organization. The more you learn the better prepared you are to increase success.
- Show intent: Be honest in your desires to learn about the people you serve. The last thing you want is for anyone to think you have ulterior motives. Fix in your mind the end goal of truly understanding the people and let that behavior show through during your discovery process.
- Develop trust: Take action that will show others you mean what you say. Encourage them to share their feelings and ideas and show genuine interest in who they are and what they believe in. Show confidence in their ability to do what they say. Be true to your words so they will trust what you say and what you do.
Successfully observing others and understanding what drives them will require effort. Your love and appreciation for them will increase, your organizational effectiveness will increase, and your bottom line will grow.
The Product Management Perspective: Product managers need to love their customers. One of the best ways to understand what motivates customers is to observe how they use your products. Watch what they do, listen to what they say and use that information to improve your products. Remember this great advice from Greg Strouse: don’t fall in love with your products or technology. Love your customers and what you can do to help them succeed.