In my last article,产品领导力很难,我提供了在授权产品团队建立的产品组织中提供强大的产品领导所需的高级概述。

In this article, I’d like to share with you several examples of strong product leaders.

When I wrote the second edition of启发, I shared the back stories of six product managers that were behind some of our industry’s most iconic products. I ended up publishing a summary of those stories in one of my most popular articles, and also the one I’m most proud of:Behind Every Great Product

The reason I’m so proud of that particular article and of sharing those stories is because there have been so many people that have told me over the past few years how those stories inspired them to pursue a career in product, and to strive to make a difference.

在我们的新书中授权,我们分享八个强产品的故事leaders– two leaders of product management, two of product design, two of engineering, and two leaders of companies. I have known each of these leaders for many years, and have had the chance to see their leadership in action.

在新书中,我问每个领导人分享他们对领导力的道路,以及他们的价值观和建立强大团队的方法。我非常期待着更多的人通过新书发现这些领导者,希望他们的例子能够激励其他领导者。

在本文中,我会向您介绍八个领导者,并分享一些关于使每个领导人特殊的人的想法。在本文结束时,我会分享我希望你从这些强大的领导人提供的例子中带走的东西。

Avid Larizadeh Duggan.

Avid studied engineering but wanted to learn product, and I hired her early on at eBay and watched as she rose rapidly through the organization, and then on to a remarkable career in product, and eventually as a long-time investor and advisor to product teams as a partner at Google Ventures, and as a champion for helping women and minorities learn to code throughCode.org

I’ve watched Avid build great teams at organizations ranging from a very early stage startup, up to very large enterprises, something very few leaders have been able to pull off.

“领导者需要专注于将强大的人民带到一起,并使他们更加自由地生成想法并通过合作执行它们。领导者应该阐明需要做些什么以及为什么,然后让团队决定如何最好做到这一点。“

“一个领导者需要让她的团队感到安全......没有人比其他人更聪明,建立信任,合作是自然的,频繁和舒适的矛盾是安全的。这就是好的想法如何成为伟大的想法。通过在队友中发挥最好的,您可以找到自己最好的。“必威官网手机登录

四月底背

April also began her career in engineering, but she soon understood enough about how product companies and product teams worked that she realized the right place for her was in product management.

4月份还学习了业务发展,合作伙伴管理,产品营销,并一般努力了解技术公司如何工作的更广泛的了解。必威体育黑钱的吗?

当她最终在Twitter搬进了产品管理时,后来作为Slack的原始产品负责人,她能够借鉴更广泛的知识和经验,并识别和招募人才,以创建最好的产品组织我们的行业。

“在整个职业生涯中,我已经穿着各种不同的功能帽子 - 有时候,学习新的技能集,有时是因为优先的PM'帽子'出于超越我的控制权。”

“现在,在获得作为产品高管的经验之后,我意识到这些申办人数实际上是我最有价值的资产。他们帮助我在组织行中建立桥梁。他们帮助我记住,该产品始终处于更广泛的公司使命 - 而不是相反的方式。“

Lisa Kavanaugh.

丽莎开始了惠普的工程师,然后加入了一个年轻的ask.com,在接下来的12年里,通过工程队伍来赢得了越来越多的是,最终成为一个非常大的全球工程的首席执行官组织。

但是,始终定义的LISA是她对教练和发展他人的热情。帮助工程领导人成为他们公司需要他们的领导者。必威体育黑钱的吗?

Especially in engineering, most new managers are promoted because they have demonstrated strong engineering skills. But making the transition from engineer to engineering manager is a very difficult leap for many leaders.

“我经常遇到为绝对可靠的执行而建立了声誉的技术主管。他们一直在努力并提供他们所承诺的努力。在许多情况下,他们必须移动山来交付,但他们做到了。他们以其可靠的执行而闻名,这是他们身份的很大一部分。但现在,领导者已被推广到她个人努力无法扩大的水平,而她的团队觉得他们正在微观造成。“

“When you have built a career and identity out of one set of behaviors, and you realize you need to change, especially in ways that now depend on other people, this can take real courage.”

“Every leader’s journey is different, but I have found over the years that if a leader truly wants to improve, and has the courage to take the leap of faith necessary to learn to trust others, that they can indeed disrupt themselves and become the leader their company needs, and that their employees deserve.”

debby meredith.

I have known Debby for 25 years. She was VP Engineering at Netscape Communications, responsible for the browser and browser-based products. Since then, she’s built a reputation as someone that can join a tech company on an interim basis, and work her magic with the engineering organization and the senior leadership team to build trust and establish a strong working relationship between the engineers, product and the senior team. At this point, Debby has helped transform the engineering organizations of more than 50 companies, many of which have gone on to considerable success.

“许多启动创始人或首席执行官从未与强大的工程组织合作,找到了对技术作用的基本误解以及工程师作为产品管理和产品设计的合作伙伴的必要贡献并不罕见。”

“人们是任何公司的心灵和灵魂。而且,信任可以使这些人能够有效地共同努力,创造和实现远远超过他们个人想象的。这是成功公司的魔力。“必威体育黑钱的吗?

Audrey Crane

Audrey is a long-time designer, user researcher and design leader. She was very fortunate to have learned her craft working for, and coached by, one of the true pioneers of modern product design, Hugh Dubberly, formerly the design leader at both Apple and Netscape.

当我第一次见到奥黛丽时,我立即被纯粹的思想力量击中了,以及纯数学和剧院的教育。对我来说很清楚,她天生就是解决了很多限制的难题,这是伟大设计的本质。

多年来,我看到奥黛丽从设计伟大的产品到设计伟大的球队。

“我职业生涯中最有价值的经历一直在识别不知道自己的人的人才和能力,然后让他们说服他们在任何事情都是伟大的。并与团队合作 - 所有这些都以其热情的方式运作,或者在意味着是比任何一个人的优势更大的东西。这些团队都是转型,无论是如何属于一个,以及它们可以实现的方式。“

Christina Wodtke.

有些人只是出生的教练。呼吁呼吁帮助他人达到他们的潜力。克里斯蒂娜只是这样的领导者。

克里斯蒂娜从一些行业的伟大者那里学到了她的工艺,包括艾琳奥瑞。她最初作为一个产品设计师,很快设计领导者,在硅谷的几个标志性产品公司中,很快。必威体育黑钱的吗?

“我意识到我需要停止设计产品,以便开始设计一个良好设计可能发生的地方。”

“从那以后,我一直在制作一群人的团队。当没有个人能够时,球队可以让奇迹发生奇迹。“

About seven years ago she joined the faculty at Stanford, where she teaches product design and human computer interaction to her very fortunate students.

“I have always tried to pay it forward by investing in the lives and careers of others.”

Shan Lyn Ma

我于2009年第一次见到Shan-Lyn,当时她是纽约市的快速增长镀金集团的原始产品经理。但很容易看到她的潜力。在四年后建造产品团队在镀金,她已准备好找到自己的创业,Zola,在线婚礼登记和规划公司。

“两者(联合创始人)诺布,我认为创新来自于在可信环境中工作的强大人民的赋权团队。我们深深据信我们可以提供一个有价值和尊重在那里的人的环境,这有助于我们提供从事夫妇所需的经验类型。许多创始人都说这样的事情,但我们愿意打赌公司。“

“我们知道,创新在寻找和鼓励不同观点的环境中茁壮成长,因此我们从一开始就达到了明确的目标,以获得每个开放的角色。我们当然希望技能和人才多样性,也是性别,在教育方面的方向,以及解决问题的方法中的多样性。这不仅会帮助我们创新,而且我们的用户聘用夫妻 - 以各种味道和组合来,所以我们相信这会帮助我们在各个层面上。“

事实上它有。ZOLA不仅是纽约科技社区成功案例之一,而且也被认为是最佳技术公司的工作。必威体育黑钱的吗?

Judy Gibbons.

我认识朱迪我职业生涯的大部分时间, and am honored to call her my friend. Judy has had an extraordinary career, as a long-time executive at Apple and Microsoft, and in venture capital at Accel Partners. For the last ten years, she’s been asked to serve on several boards, usually when the company knows they need to get serious about transformation, but they are not sure how to go about accomplishing that.

As a member of the board, Judy works with the CEO and the rest of the senior leadership team to help them through the necessary changes. She has been there and done that herself many times, so she brings first-hand knowledge, along with an uncanny ability to see through noise and get to the essence of the issue.

“领导者需要建立和沟通明确和令人信服的目的和愿景 - 本组织正在努力实现的目标以及为什么。从顶部的顶级是他们所想要的,以及他们想要的东西,以及他们的行为方式都需要痴迷。为了开发解决方案,需要有专注于有能力的产品经理领导的高度专注和有效的跨职能团队,授权提供产品愿景。这意味着明确的目标,问责制,互动和持续学习。“

“作为董事会成员,我试图对高级领导者留下深刻的印象这些原则和价值观,并强调产品团队需要赋权。没有这个,会有很少的进展,并且有很大的挫败感,这不可避免地意味着必要的数字人才 - 这已经带入组织的努力和成本 - 将走出门以寻找更值得的地方工作。”

关键的外卖

虽然这些领导者的每一个人都是独一无二的,并遵循自己的产品领导力,我发现最有趣的是他们有多少共同点:

他们都经历过强大,赋权的产品团队的魔力,他们努力在他们帮助的组织中复制那种魔法。

他们都致力于教练和发展他人。他们都从根本上相信人们,并通过他们帮助的人的成功来衡量自己的成功。

他们都不是普通人经理;他们都是自己的产品专业人士,它为他们提供了他们需要从一手知识的位置教练人们的基础。

They all understand thattheir “product” is now their people

他们都是善良的人类;我们大多数人都想为之工作和与之合作的人。

在我知道的每个真正强大的产品公司的实际上,有强大的产品领导者。如果您的组织希望从功能团队转换为赋权产品团队, then what we’ve learned is that强大的产品领导是关键

If you’d like to know more about each of these leaders, you can find the full leadership profiles in the new book Chris Jones and I wrote:赋权:普通人,非凡的产品

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