How to be a good (product) manager

How to be a good
(Product) Manager
Ugo Bataillard - 2019-02-28
Who am i?
Ugo Bataillard
● French citizen
● Software engineer by training
● 10 years in Japan
● Have only worked in Japan
● 4 companies (FR, JP, US, JP)
● Researcher ->
Technical Manager ->
Product Manager ->
CTO/CPO @ Shippio
How to be a good (product) manager
Research cycle
Ideation Planning/partnership Prototyping Funding
60 projects300 projects3,700 researchers
1 year
Projects
Turbo button
“Boost your data speed only
when you need it”
Tap’n’go
“Get a movie in less than 5s”
Shameless plug
We send containers
And smaller packages
By plane
By ship
And trucks!
All over the world
We are only orchestrating
We don’t own any planes or ships
It’s actually harder than Japan post
@+ +
=
SaaS to the rescue!
Integrates!
Can we start now?
What?
Why?
How?
My Experience
Have a well defined framework
Why have a well defined framework?
● Less overhead of micro management
● Communication standardized and timeboxed
● Progress/Failure easily observable
● Easier onboarding of new recruits
● Commit time for process improvement
How to have a well defined framework?
● Be knowledgeable on the standards
○ SCRUM
○ Kanban
○ Waterfall
● They never fit
● Make your own!
My experience
● Certified SCRUM Master and PO
● With small teams start with the minimum
○ Backlog, Sprint Planning, Demo and
RETROSPECTIVE
● Introduce new elements when needed
● Borrowed Kanban capacity
● Use retrospective like questions for one on one
Understand your team
Why understand your team?
● Optimize your team performance
● Find the right motivators
● Anticipate problems
● Adapt roadmap
● Hire better
How to understand your team?
● Be involved in the life of the team
● Participate in conversations
● Prove area of expertise
● Always be observing
My experience
● People clusters happen easily
● Projected image is as important as reality
● Bilingual meetings are hard
Know your people
Why know your people?
● Optimize role for happiness and efficiency
● Solve problems better and faster
● Help them grow
● Minimize churn
How to know your people?
● Poll information don’t wait for push
● “Hey, how are you doing?”, “How is that thing going?”
● Structured one on ones
○ Plan for long term
○ Look at the past
○ Adjust short term to progress toward long term
● Be genuinely interested in people
My experience
● Saved many hours of people being stuck by poking them
● Solved a lot of intra team problems
● Helped people by knowing issues outside of work
● Discovered desire of several members to be more
involved in conception process
● People enjoy one on ones
Be a leader
Why be a leader?
● Inspiration is the best fuel
● You can ask more from them
● Less time arguing
● Your team will have your back when you need it
● “Extreme ownership”: any failure of the team is your
failure
● Protect your team from stakeholders
● Have their back when they need it
● Be honest even when it hurts
How be a leader?
My experience
● Owning your team failures may seem scary, but it is
actually rewarding
● Framework helps protecting team members from
stakeholders but is not enough
● Respect comes more easily if you show you can get your
hands dirty
● Giving really bad reviews in a constructive way is hard
Empower your people
Why empower people?
● I’m lazy
● Makes people feel good
● Cheaper to have leaders you groomed than to hire them
● Already integrated the framework
How to empower people?
● Prepare them for it
● Have a framework
● Clearly communicate it to the team
● Trust your people
● Let them fail
● No need for titles
My experience
● Organization authority: SCRUM Master
● Technical authority: senior developer
● Tech marketing
● GV Design sprint
● Team members can become PO of an epic
Thank you
1 of 41

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How to be a good (product) manager

  • 1. How to be a good (Product) Manager Ugo Bataillard - 2019-02-28
  • 3. Ugo Bataillard ● French citizen ● Software engineer by training ● 10 years in Japan ● Have only worked in Japan ● 4 companies (FR, JP, US, JP) ● Researcher -> Technical Manager -> Product Manager -> CTO/CPO @ Shippio
  • 5. Research cycle Ideation Planning/partnership Prototyping Funding 60 projects300 projects3,700 researchers 1 year
  • 6. Projects Turbo button “Boost your data speed only when you need it” Tap’n’go “Get a movie in less than 5s”
  • 13. All over the world
  • 14. We are only orchestrating
  • 15. We don’t own any planes or ships
  • 16. It’s actually harder than Japan post @+ + =
  • 17. SaaS to the rescue!
  • 19. Can we start now?
  • 21. Have a well defined framework
  • 22. Why have a well defined framework? ● Less overhead of micro management ● Communication standardized and timeboxed ● Progress/Failure easily observable ● Easier onboarding of new recruits ● Commit time for process improvement
  • 23. How to have a well defined framework? ● Be knowledgeable on the standards ○ SCRUM ○ Kanban ○ Waterfall ● They never fit ● Make your own!
  • 24. My experience ● Certified SCRUM Master and PO ● With small teams start with the minimum ○ Backlog, Sprint Planning, Demo and RETROSPECTIVE ● Introduce new elements when needed ● Borrowed Kanban capacity ● Use retrospective like questions for one on one
  • 26. Why understand your team? ● Optimize your team performance ● Find the right motivators ● Anticipate problems ● Adapt roadmap ● Hire better
  • 27. How to understand your team? ● Be involved in the life of the team ● Participate in conversations ● Prove area of expertise ● Always be observing
  • 28. My experience ● People clusters happen easily ● Projected image is as important as reality ● Bilingual meetings are hard
  • 30. Why know your people? ● Optimize role for happiness and efficiency ● Solve problems better and faster ● Help them grow ● Minimize churn
  • 31. How to know your people? ● Poll information don’t wait for push ● “Hey, how are you doing?”, “How is that thing going?” ● Structured one on ones ○ Plan for long term ○ Look at the past ○ Adjust short term to progress toward long term ● Be genuinely interested in people
  • 32. My experience ● Saved many hours of people being stuck by poking them ● Solved a lot of intra team problems ● Helped people by knowing issues outside of work ● Discovered desire of several members to be more involved in conception process ● People enjoy one on ones
  • 34. Why be a leader? ● Inspiration is the best fuel ● You can ask more from them ● Less time arguing ● Your team will have your back when you need it
  • 35. ● “Extreme ownership”: any failure of the team is your failure ● Protect your team from stakeholders ● Have their back when they need it ● Be honest even when it hurts How be a leader?
  • 36. My experience ● Owning your team failures may seem scary, but it is actually rewarding ● Framework helps protecting team members from stakeholders but is not enough ● Respect comes more easily if you show you can get your hands dirty ● Giving really bad reviews in a constructive way is hard
  • 38. Why empower people? ● I’m lazy ● Makes people feel good ● Cheaper to have leaders you groomed than to hire them ● Already integrated the framework
  • 39. How to empower people? ● Prepare them for it ● Have a framework ● Clearly communicate it to the team ● Trust your people ● Let them fail ● No need for titles
  • 40. My experience ● Organization authority: SCRUM Master ● Technical authority: senior developer ● Tech marketing ● GV Design sprint ● Team members can become PO of an epic