So many people I meet naively believe that the key to empowering product teams is simply to get the management to back off, stop micromanaging, and give their product teams some space to do their jobs.

But as I’ve试图解释一下很多次,赋权产品团队不依赖于此lessleadership, but on更好领导。

But what does that really mean?

当我解释了产品领导者真正需要的feature team organizations为了搬到赋权的产品团队,他们通常处于震惊状态,因为他们摘要只是他们目前的角色从他们所需要的地方的距离,并且他们开始意识到他们所需的核心作用。

在本文中,我想尝试分享产品领导力的高级概述。因为你很快就会看到,为您提供详细的观点超过400页

但希望,有足够的人可以提高对强大产品领导力的作用的认识,并让您对工作做得好的努力。

但在我们进入它之前,几个警告:

First, when I refer to “product leadership,” I mean the leaders of product management, product design, and engineering.

其次,对于本次讨论,我将区分领导和管理职责。大多数领导人都有管理和领导职责,尽管每个人的百分比因公司的水平而异。大多数第一级经理主要是在一点领导层管理,高级领导主要领先于管理的时间更少。

作为传奇首席执行官Andy Grove表示,“换气的方式是什么?只有两种可能性。首先是人们不知道如何做好工作。第二个是他们知道如何,但他们并没有动力。“让我们按顺序解决这两个。

管理

Let’s first discuss the management responsibilities, which primarily involve coaching and staffing.

教练

Probably the most often overlooked element to strong management is coaching. It is thesingle最重要的责任of every people manager to develop the skills of their people.

这绝对是意味着微观编程它们。它确实意味着评估和理解他们的优势和劣势,提出了一项教练计划,然后花费有助于他们改善所需的优质时间。

更一般地说,产品团队的每个成员都值得拥有一个致力于帮助他们在其工艺上变得更好的人。这就是为什么在绝大多数强大的技术产品组织中,工程师向经验丰富的工程管理人员报告;设计师向经验丰富的设计经理报告;产品经理报告以验证产品管理的管理者。

The amount of time and effort you need to spend on coaching depends on the number and experience level of your people, but to set your expectations, it’s normal for first-level managers to need to spend on the order of 50% of your work week on coaching. And if I need to explain to you why this is the highest and best use of your time, you may want to reconsider the management path.

最伟大的教练Bill Campbell said, “Coaching is no longer a specialty;没有一个好教练,你不能成为一个好经理。“

Staffing

The managers are the people we hold responsible for staffing the product teams. This means sourcing, recruiting, interviewing, onboarding, evaluating, promoting, and when necessary, replacing, the members of the teams.

如果您公司拥有HR功能,他们就在那里supportyour managers with these activities, but they are绝不雇用招聘经理在这些职责中的替代品。这对您的经理到Grok非常重要。

Because empowered product teams are predicated on competent product managers, product designers, and engineers, this starts with raising the bar on staffing and coaching.

是的,认真对待人员,很难,它需要大量的时间和精力,你可能会觉得这不是你更喜欢的产品相关工作。但亚马逊创始人兼首席执行官杰夫贝罗斯说:“在我们招聘的方法方面,将酒吧升高,将是亚马逊成功的最重要元素。”

领导

基本上有两种主要方式可以引导产品组织。

You can lead by what’s known as “command and control,” which means explicitly telling your people what you need them to do, usually by assigning them a roadmap of features and projects to build. In this model the leaders and stakeholders are making most of the meaningful decisions, and your product teams (or more accurately, feature teams) are there to carry out those decisions. Admittedly, this is easier to do.

The alternative is that you can lead by empowering the teams, by instead assigning thembusiness or customer problems to solve, and then letting the product teams determine the best way to solve those problems.

However, if you choose to push key decisions down to the product teams, then you will need to provide those teams with the战略背景necessary for them to make good decisions.

这就是为什么,例如,Mantra在Netflix是“通过上下文,不控制。

一些战略背景来自公司最高级领导者,例如业务的宗旨(使命),以及今年的关键业务目标,但大多数战略背景都来自产品领导力:产品愿景和原则,团队拓扑,产品策略和特定的团队目标。

要非常明确,这些战略背景的要素是产品领导者的具体责任。产品团队中的个人可能会贡献想法或洞察力,这是一个强大的文化的一个很大的迹象,但这些是最终的领导力责任。

产品愿景和原则

产品愿景描述了我们试图创造的未来,最重要的是愿景improves the lives of our customers。The product vision serves as the共享目标for the product organization. In terms of timeframe, it is usually between 3 and 10 years out.

There may be any number of cross-functional, empowered product teams—ranging from a few in a startup, to hundreds in a large enterprise—but they all need to head in the same direction, and contribute in their own way to solving the larger problem.

Some companies refer to the product vision as their “North Star”—in the sense that no matter what product team you’re on, and whatever specific problem you’re trying to solve, you always know how your piece contributes to the more meaningful whole.

More generally, the product vision is what keeps us inspired and excited to come to work each day—month after month, year after year.

值得注意的是,产品愿景通常是强大产品人员最强大的招聘工具。

产品principles complement the product vision by speaking to the nature of the products that your organization believes it needs to produce. The principles reflect the values and ethics of the organization, and also some strategic decisions that help the teams make the right decisions when faced with difficult trade-offs.

Creating a compelling product vision is a bit different than the other elements of the strategic context. The product vision is more art than science. It’s purpose is topersuade。这意味着情绪化。您正在谈论如何提高客户的生活。

你不希望你的团队认为这是规范性的很多细节,但你也需要足够的细节,所以人们必威官网手机登录真的可以真正了解你想要完成的事情。

因此,在创建良好的产品视觉时不容易,值得努力,因为良好的产品愿景是赠送的礼物。我们所做的大部分都来自产品愿景 - 架构,团队拓扑,产品策略,以及您的产品在未来几年。

团队拓扑

团队拓扑是指我们如何在不同产品团队中打破工作,以最佳使他们能够做好工作。这包括团队的结构和范围,以及他们彼此的关系。

Our goal with the topology is to maximize empowerment. We do that by striving for loosely coupled, but highly-aligned teams.

提出有效的团队拓扑是产品领导者最困难但重要的责任之一,特别是在规模上。它需要产品负责人和技术负责人之间强烈的协作和谈判。您对团队之间的关系和依赖关系产生影响的决策以及每个团队将其实际拥有的关系。

When done well, your product teams are empowered with a high degree of autonomy, and they feel a real sense of ownership over their work, and how it contributes to the greater whole. The teams can tackle hard problems, moving fast and seeing the results.

产品战略

产品策略描述了我们计划如何完成产品愿景,同时满足我们的业务需求。该战略源于焦点,然后利用insights,将这些洞察力转换为行动, and finally管理这项工作到完成。

更一般地说,产品策略有助于我们在我们拥有的任何产品团队中获得最大的价值。

产品策略的产出是一套业务或客户问题,以解决(团队目标),然后领导者将需要分配给特定的产品团队。

产品战略是强大的产品领导者区分自己的地方。他们决定了重点是什么以及它不会是什么,有时这些决定并不总是与其他领导者一起受欢迎。他们生活并呼吸有关产品的数据和见解,并不断寻求为产品策略提供动力的杠杆点。强大的产品策略可以帮助小组组织优于更大的竞争对手。

不幸的是,强大的产品战略没有简单的捷径。它需要实时和努力来聚合和吸收您需要的数据和洞察力。

团队目标

为了在产品战略上执行,领导者需要确保每个产品团队都有一个或两个明确的目标,他们已被分配(通常是季度),这阐明了他们被要求解决的问题。

These objectives derive directly from the product strategy—it’s where insights are turned into actions.

这也是赋权变得真实的,而不仅仅是一个流行字。

该团队有少量的重要问题 - 团队目标。然后,该团队考虑了问题,并提出了明确的成功措施(关键结果),然后他们与其领导人讨论。领导者可能需要迭代他们的团队和其他人试图尽可能多地覆盖更广泛的组织的目标。

赋权的Litmus测试是,产品团队能够决定解决他们分配的问题的最佳方式(他们的团队目标)。

It takes strong leaders to be self-confident and secure enough to truly empower the people that work for them, and to stand back and let the team take credit for their successes.

正在进行的传福音

领导者的最终关键作用是使战略背景 - 产品愿景,原则,拓扑和产品战略 - 以及更广泛的公司。

这需要持续的福音调整招聘,onboged,每周1:1辅导,全手会议,团队午餐,董事会会议,客户简报以及之间的一切。

组织越大,在传教士中毫无痛苦的必要条件,对于领导者来说,重要的是要了解传福音是从未“完成的事情”。它需要是恒定的。

带领与上下文,不控制

正如您希望看到的,基于授权产品团队的强大产品公司的产品领导者的工作既与特征团队组织中的角色均非常不同,也更加困难。

如果你从未在一个强大的产品company, you may benefit from a product coach. If you’d like to go much deeper into these leadership topics, that is the reason my SVPG Partner Chris Jones and I wrote the new book:赋权:普通人,非凡的产品

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