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Earning Influence and Authority To Be A More Effective Product Managers

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Product Management is challenging, as all your business relationships are indirect influence. This 45-minute presentation gives an overview of techniques taught in 280 Group training classes for effectiveness, influence and leadership development.

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Earning Influence and Authority To Be A More Effective Product Managers

  1. 1. © 2011-2015 280 Group LLC. Earning Influence & Authority To Be A More Effective Product Manager Pro-duct Man-a-ger noun • Someone with all of the responsibility and little or no authority • A person who loves bringing great products to life • The one person who has the ability to dramatically affect a product’s success or failure. Charles Myers Product Camp Boston 2015 May 2, 2015
  2. 2. © 2011-2015 280 Group LLC. 2 Chuck Myers • Senior Consultant and Trainer, 280 Group • Software developer and engineering manager • Thirty five years Director & VP level Engineering, Product Management, Business Development, Technical Marketing – Desktop Software - Frame Technology FrameMaker, Adobe Acrobat, eBook Reader – Server Software (J2EE, SaaS) - Adobe Reader Extensions Server, Datalogics WebAPI, Adobe LiveCycle – Ecosystem Development - Partner and sales enablement, Training creation, delivery and certification • Domain expertise beyond product management – Publishing, Document formats (XML, PDF), Metadata, Accessibility – Standards Process – Root Cause Analysis, Process Improvement - Six Sigma/DMAIC – Agile process, Software Quality • Electrical Engineer, Purdue https://www.linkedin.com/in/cmyers4
  3. 3. © 2011-2015 280 Group LLC. 3 Mission We help individuals and companies do GREAT Product Management using our Optimal Product Process™ framework. Consulting – Contractors –Training –Templates – Books – Coaching – Certifications 3
  4. 4. © 2011-2015 280 Group LLC. 4 Download: http://go.280group.com/pcamp-ppm Take Our Survey: http://go.280group.com/pcamp-survey (Challenges In Product Management)
  5. 5. © 2011-2015 280 Group LLC. 5 280 Group Optimal Product Process™ Introduction
  6. 6. © 2011-2015 280 Group LLC. 6 Source: CBS News2013poll of corporate executives • CEO • Senior Executives • General Manager • Product Manager Fourth MOST Important in Corporate America Introduction
  7. 7. © 2011-2015 280 Group LLC. 7 Growth Sequence • Your passion and drive • Determining direction • Business and strategy • Influencing towards a goal Leading others • Understanding others • Developing systems • Holding others accountable • Influencing to accomplish tasks Managing others • Productivity • Skills • Attitude • Accountable Self Management Introduction ProductManagerGrowthpath
  8. 8. © 2011-2015 280 Group LLC. 8 Full Product Manager Skill Set Introduction Personal Brand Communication Challenging Situations Influence Leadership Achieving Results Product Management and Marketing Skills
  9. 9. © 2011-2015 280 Group LLC. 9 PM Sales Customers Support Channel Operations ExecutivesPartners Finance Engineering Marketing Press/Analysts • Central point of communication • Whole product • Define Product Strategy • Define Go-To-Market Strategy • Gather requirements (VOC) • Guide engineering • Guide Sales and Marketing Unique Position or PM and PMM Achieving Results
  10. 10. © 2011-2015 280 Group LLC. 10 PMs and PMMs have no authority – only influence • Process Model requires agreement on content of deliverables • Deliverables drive decision-making and marketplace success • Process Model and DACI does not define how to get agreement • PMs and PMMs must achieve agreement with Key Stakeholders – Engineering – Manufacturing – Finance – Sales – Corporate Marketing – Executive Staff Working Across the Organization Achieving Results How do you get to an agreement – with no implicit authority?
  11. 11. © 2011-2015 280 Group LLC. 11 Product Janitor Achieving Results
  12. 12. © 2011-2015 280 Group LLC. 12 • PMs ask for change to move product forward – Change generates stress • One individual PM vs. larger organizations • Lots of Stakeholders involved – They all need to be convinced Why Do PMs Face Challenging Situations? Challenging Situations
  13. 13. © 2011-2015 280 Group LLC. 13 Communication with Stakeholders Foundation Skills
  14. 14. © 2011-2015 280 Group LLC. 14 Find all the Stakeholders Clarify the vision Build ownership Build alignment Maintain motivation Build Collaborative Relationships Influence Stakeholder Product Manager
  15. 15. © 2011-2015 280 Group LLC. 15 Tell People What You Do – and Don’t Do Foundation Skills
  16. 16. © 2011-2015 280 Group LLC. 16 DACI: Example Decision Executive Management Product Management Product Marketing Corporate Marketing Public Relations Sales Development Product pricing A D C C I C I Product Launch Schedule C C C C I A D Marketing Budget A C D C I I I Market Needs A D C I I C I Product features C C I I I A D Business Model A D C I I C I Marketing mix C C D A I C I Competitive Positioning A D C I I C I Localization Strategy C D C C C A I PR strategy A I C C D C I Advertising Strategy A I C D I C I Customer Training Strategy I D I I I A I Achieving Results Key: D = Driver A = Approver C = Contributor I = Informed
  17. 17. © 2011-2015 280 Group LLC. 17 Speaking & Writing Foundation Skills Great presentations Get to the Point • Briefly summarize the situation • State a few selected facts • State what you need, want or demand OR • Tell a story
  18. 18. © 2011-2015 280 Group LLC. 18 • Be … – Predictable (responsive) – Concise, Succinct – mobile devices – tl;dr – Positive • Monitor Tone – Don’t Use … – Actually • Actually, you can do this under “Settings.” • Sure thing, you can do this under “Settings!” – But • I really appreciate you writing in, but unfortunately we don’t have this feature available. • I really appreciate you writing in! Unfortunately, we don’t have this feature available. Email is Writing as Well
  19. 19. © 2011-2015 280 Group LLC. 19 Source: http://blogs.hbr.org/2013/06/the-1-minute-trick-to-negotiat/ • Focus on what you want • Ignore fear of loss • This is very successful in negotiations Starting a Discussion Successfully Negotiation Promotion (more successful) Prevention (less successful) Think of something you fear and then create a positive vision.
  20. 20. © 2011-2015 280 Group LLC. 20 Understanding People Influence
  21. 21. © 2011-2015 280 Group LLC. 21 Human Motivation: Maslow’s Hierarchy of Needs Influence Source: http://www.teach-nology.com/tutorials/teaching/whatareneeds.html Self-fulfillment needs Psychological needs Basic needs
  22. 22. © 2011-2015 280 Group LLC. 22 Social Style (Wilson Learning) Source: Wilson Learning Influence EmotesControlsemotions  Asks Tells  Analytical Driver Amiable Expressive Critical Indecisive Stuffy Picky Moralistic Conforming Unsure Pliable Dependent Awkward Pushy Severe Tough Dominating Harsh Manipulative Excitable Undisciplined Reacting Egotistical StrongWilled Independent Practical Decisive Efficient Ambitious Stimulating Enthusiastic Dramatic Friendly Industrious Persistent Serious Exacting Orderly Supportive Respectful Willing Dependable Agreeable
  23. 23. © 2011-2015 280 Group LLC. 23 Others’ needs Social styles Organizational structure Business metrics Personal background Company vision, values culture and processes Understanding Others Influence Do they believe that you understand and acknowledge them?
  24. 24. © 2011-2015 280 Group LLC. 24 Influence Influence Personal Brand Communication Challenging Situations Influence Leadership Achieving Results • Behavior, needs & styles • Negotiation
  25. 25. © 2011-2015 280 Group LLC. 25 Shortcuts to understand what is important • Reciprocity: I give you something, you feel an obligation to give back. • Commitment/consistency: Once I state that I have a certain position, to be respected, I want to remain consistent to that position • Social Proof: If X does it, then you should too • Authority: A person in a position of authority is more likely to have their ‘orders’ followed • Liking: If I like you, I will be more likely to agree with you • Scarcity: If a resource is available for a short time, I’m likely to sign up so that I don’t lose out. Understanding Influence* Source: RobertCialdini “Influence:thePsychology of Persuasion” 1984 Influence * Highly recommended reading-YouTube Summary
  26. 26. © 2011-2015 280 Group LLC. 26 RobertCialdini “Influence:thePsychology of Persuasion” 1984 • Reciprocity: I give you something, you feel an obligation to give back. – What information can you give to the people you are trying to influence so that they are more likely to work positively with you? • Social Proof: If X does it, then you should too – Market research is useful for providing Social Proof • Authority: A person in a position of authority is more likely to have their ‘orders’ followed – If you are authoritative (not authoritarian), then you will be more easily believed • Liking: If I like you, I will be more likely to agree with you – Use mirroring and work on being authentically likable. There are benefits. Influence for Product Managers Influence
  27. 27. © 2011-2015 280 Group LLC. 27 • What are you going to give them? – Knowledge and information? – Time? – Concern? • Why making sure the other party gives you something (time, information, move chairs, hands you coffee) is also important. – Their ‘gift’ means that you are worthy of their consideration. Reciprocity to build community Negotiation
  28. 28. © 2011-2015 280 Group LLC. 28 • Market Research supplies social proof • Precedence – “We always do it this way” • Printed information creates stronger compliance • Documented product management process • Templates Social Proof to Reinforce Influence Negotiation How do you counteract Social Proof used by other party?
  29. 29. © 2011-2015 280 Group LLC. 29 • Be the expert: perceived or believed – Technical knowledge, specialized skill, experience – Market and customer knowledge – Gently establish credentials and background early – If you are NOT the expert on a topic, ask questions • Look the part • Speak and act the part Authority Negotiation
  30. 30. © 2011-2015 280 Group LLC. 30 • Celebrate the wins • Let them take the credit – Ideas – Success • Leaders take the blame Give Credit to Others Foundation Skills Safe Space Are you creating or destroying their ‘safe space?’
  31. 31. © 2011-2015 280 Group LLC. 31 Mirror them to establish affinity • People like those who are similar to themselves • Clothing, stance, speed of talking, language • Avoid topics which demonstrate that this isn’t true • Be friendly: voice and manner • Language – Reuse the other party’s terms unless they are prejudicial to your cause • e.g., “Obamacare” • Reinforce that you believe that they are honest and reliable Specifics of “Liking” to Gain Influence Negotiation
  32. 32. © 2011-2015 280 Group LLC. 32 Other ways to build rapport Foundation Skills
  33. 33. © 2011-2015 280 Group LLC. 33 Leadership Leadership Personal Brand Communication Challenging Situations Influence Leadership Achieving Results • Qualities, Styles,Values • Growth path
  34. 34. © 2011-2015 280 Group LLC. 34 Leadership Grid TheBlake and Mouton Managerial Grid, also known as the LeadershipGrid (1985) Leadership Defined • Authoritarian • strong on tasks, weak on people skills • Country Club • strong on people skills, weak on tasks • Impoverished • weak on tasks, weak on people skills • Team Leader • strong on tasks, strong on people skills ConcernforPeople Concern for Results Country Club Team Leader Impoverished Authoritarian High 9 8 7 6 5 4 3 2 1 Low Low 1 2 3 4 5 6 7 8 9 High 1,9 9,9 9,11,1 5,5 Middle of the Road Where are you now?
  35. 35. © 2011-2015 280 Group LLC. 35 Leadership Impact TheBlake and Mouton Managerial Grid, also known as the LeadershipGrid (1985) Outcome Creation from Self ConcernforPeople Concern for Results People Like You People Trust You People Don’t NoticeYou People Fear You High 9 8 7 6 5 4 3 2 1 Low Low 1 2 3 4 5 6 7 8 9 High 1,9 9,9 9,11,1
  36. 36. © 2011-2015 280 Group LLC. 36 Playing to Win vs. Playing Not to Lose Playing to Win Start Obstacle Discomfort! Resolve Discomfort Playing Not to Lose (comfort zone) Accept Discomfort Playing toWIN (discomfort zone) Desired Outcome
  37. 37. © 2011-2015 280 Group LLC. 37 • Discomfort = Saboteur voice • Resolving discomfort = Product Janitor Playing Not to Lose Playing to Win Time Results SaboteurVoice Comfort zone “Don’t do it.You will fail.” “You’re not good/ smart/ talented enough.”
  38. 38. © 2011-2015 280 Group LLC. 38 Willingness to accept discomfort = Mastering the “Discomfort Zone” Playing to Win Playing to Win Time Results Saboteur voice Discomfort zone
  39. 39. © 2011-2015 280 Group LLC. 39 • Stay Accept the discomfort zone rather than running away –The “Enough” Mandate –Accept Imperfection –Cultivate Connections • Play •Engage the situation, trust yourself, and do what you’re afraid to do Stay and Play to Win “Stay andPlay”
  40. 40. © 2011-2015 280 Group LLC. 40 Growth Sequence • Your passion and drive • Determining direction • Business and strategy • Influencing towards a goal Leading others • Understanding others • Developing systems • Holding others accountable • Influencing to accomplish tasks Managing others • Productivity • Skills • Attitude • Accountable Self Management Introduction ProductManagerGrowthpath
  41. 41. © 2011-2015 280 Group LLC. 41 PM Growth Path Next Steps • Supporting your career • Plan your next step
  42. 42. © 2011-2015 280 Group LLC. 42 • The Optimal Product Process eBook – go.280group.com/pcamp-opp • The Phenomenal Product Manager eBook – go.280group.com/pcamp-ppm • Challenges In Product Management Survey – go.280group.com/pcamp-survey – https://www.linkedin.com/in/cmyers4 Thank You – Free Downloads and Survey
  43. 43. © 2011-2015 280 Group LLC. 43 • CBS News Ten Most Valuable Corporate Jobs – https://280group.com/product-management-blog/product- management-rated-4-most-important-corporate-job/ – http://www.cbsnews.com/news/10-most-valuable-corporate- jobs/ • The Science of Persuasion (YouTube) – https://www.youtube.com/watch?v=cFdCzN7RYbw • Angelina Jolie on The Daily Show on leaders overcoming obstacles and fear (2:40-4:00) – http://thedailyshow.cc.com/videos/q770zo/angelina-jolie Referenced Content

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