This session will review leadership dynamics and the cross-functional leadership required to propel your product to a greater level of success. Includes Additional Slides on: Leadership Qualities, Organizational Culture Grid, Matrix of Requirements for Effective Change, Team Work Values and Manifesto.

1. This session will review leadership dynamics and the
cross-functional leadership required to propel your
product to a greater level of success.
Derek Pettingale – ProductCamp Vancouver – 2013 Past Chair
BCTIA – Product Management Group – 2013 Chair
www.linkedin.com/in/derekpettingale

2. Typical Product Manager’s Leadership Challenge
 Taking responsibility without authority
 Making unpopular decisions while preserving relationships
 Tactical task overload vs. the need for proactive (strategic) work
 Generating enthusiasm while taking criticism

3. PM’s Positional Authority is Typically Low
However the responsibility for your product line is neither shared nor
conditional. Therefore taking responsibility for your product line requires
the ability to garner authority beyond your position’s direct authority.
But HOW?
Great Product Knowledge?
 No not really, having the right answer and a good argument is not enough
Understanding Market Problems?
 Yes, and by defining them in ways that can be solved profitably
Understanding the Product Marketing Process?
 Yes, mostly by challenging peoples’ assumptions about the process and inspiring
them to believe in a process.
Influencing Others?
 Yes, by managing relationships, utilizing good people and conflict resolution skills,
and by delegating, inspiring, enabling…

4. You are the Messenger for the Market
So, First You Must Stop Selling and Then…
Discover, Ask Questions, Listen, Clarify and Listen Some More…
 Customers / Lost Opportunities – Why?
 Why are the Potentials not even looking?
 What are the Prospects looking at now? Why?
 What are the competitors offering? Why?
Look Outside the Building
 Trade Shows /Conferences – Ask Questions and Visit with Competitors
 On site interviews / Win / Loss – You must write it down
 Focus Groups / Advisory Groups – Results must be recorded
 Secondary Research – You must actually read it!
Validate and Establish Facts
 Facts Outmuscle Opinion and Will Trump Organizational Hierarchy
 Surveys and Conjoint Analysis – Gather Data and Rank Options
 Offer Experiments – Tests Market Interest

5. Establish Your PM Authority
By Communicating Market Problems…
 Market Information: Win Loss Reviews, Competitive Analysis, Technology Analysis
 Strategy: Defining the Market and Channels, Defining a Winning Product portfolio
By Communicating and Supporting the PM Process…
Market → Strategy → Business → Planning → Programs → Pre Launch → Post Launch
Know Your PM Tools…
 Product Road Map, Business Plan, Positioning, Market Requirements
 Launch Plans, Sales Training, Collateral Tools, Demos, Presentations
Understand Your Market and Know Your Craft.

6. What Product Management Owns and
Where it Should Provide Leadership
Market Place
1-Win Loss Analysis 5-External Product Roadmap
6-Requirements 7-Positioning 8-Buying
Process
Development Marcom Sales
2-Business Proposal 3-Business Plan 4-Product Roadmap
Executives

7. Improving Product Management Leadership
Active During Development and Launch Stages
Usually by Supporting Established “Functional Depts”
 Attend Functional department meetings promoting support for…
Development, Marketing, Sales, Support
 Narrow mandate based on function
 Functional team is the domain of the Functional Manager
 Functional leaders may not buy into carrying some of the responsibility
 Product Manager is only one with complete picture
Be a Better Product Manager and a Better Leader by
Establishing Your Own “Cross-functional Team”

8. Exceptional Product Management Leadership
Active Product Lifecycle Management
Establish a “Cross-functional Product Management Team”
 Standing Team Supporting the Lifecycle Management of the Whole Solution
 Technology, marketing, sales, support, professional services, production,
localization…
 Broader Mandate than Development or Launch Team
 Product Manager will continue to communicate across the organization
 Cross-functional team members will carry some of the responsibility
Assembling a Cross-functional Team and Leading with
Market Facts is the Domain of the Product Manager

9. Questions Discussion Resources
Resources
www.pragmaticmarketing.com
Search: Cross Functional Team
http://www.pragmaticmarketing.com/resources/categories/leadership
Review: Resource Category on Leadership
View: Pragmatic Marketing Framework
Book: The Leadership Challenge - 3rd Ed. Kouzes Posner
Book: Jack: Straight From the Gut – Jack Welsh

10. About Derek Pettingale
ProductCamp Vancouver - 2013 Past Chair, 2012 Chair, 2011 Startup Organizer
BCTIA – Product Management Group – 2011-13 Chair , 2009-2010 Vice Chair
Schneider-Electric Solar Business – Product Marketing Manager
www.linkedin.com/in/derekpettingale

11. Expanded Discussion Notes

12. GE’s Leadership Model - Four E’s
 Energy – very high energy levels
 Energize – ability to energize others around common goals
 Edge – ‘the edge’ to make tough yes-and-no decisions
 Execution – the ability to consistently execute and deliver
“the four E’s are connected by passion”
Jack: Straight From the Gut, Jack Welsh

13. General Leadership Characteristics
Model the Way
 It’s the leader’s behavior that wins him respect
Inspire a Shared Vision
 Visions and dreams…leaders speak their constituents language,
understand their needs and have their interests at heart.
Challenge the Process
 Leaders venture out, learn, innovate, recognize and support.
Enable Others to Act
 Leaders foster collaboration, make people strong and build trust.
Encourage the Heart
 Leaders encourage with dramatic actions and simple acts.
The Leadership Challenge - 3rd Ed. Kouzes Posner

14. General Model of Work Cultures
Individual
Cultivation Competence
(Self Actualization) (Achievement)
Principles Data
Collaboration Control
(Affiliation) (Order & Security)
Group
Bill Schneider – The Reengineering Alternative: A Plan for Making Your Current Culture Work

15. Preconditions Necessary for Effective Change
Condition Condition Condition Condition Condition Outcome
Vision Skills Incentives Resources Action Plan Effective
Change
Skills Incentives Resources Action Plan Confusion
Vision Incentives Resources Action Plan Anxiety
Vision Skills Resources Action Plan Gradual
Change
Vision Skills Incentives Action Plan Frustration
Vision Skills Incentives Resources False Starts

16. Teamwork Values and Manifesto
Self-directed
 We empower team members to make decisions closer to the customer
 We use our authority to "go the extra mile" to meet each other's needs
 We make decisions with all team members interests in mind
Shared Sense of Purpose
 Our goals are defined
 We understand our goals
 We are held accountable to achieve our goals
 We work to meet the Power System’s vision, mission, and goals
Support Each Other
 We understand what we need from each other
 We proactively meet the needs of others to help each other be successful
 We recognize each other for a job well done

17. Teamwork Values and Manifesto
Openly Communicate
 We present the facts of the situation
 We feel free to express our ideas
 We objectively accept diverse ideas
 We openly discuss the behaviors to be implemented to improve teamwork
 We use the appropriate communication method for the situation
Innovative
 We encourage the expression of new ideas
 We willingly try new ideas
 We encourage “failing forward” where mistakes are learning opportunities for competence
building
Trustworthy
 We are dependable and do what we agree upon
 We keep confidential information confidential
 We keep each other informed with necessary information
 We are consistent so team members know what to expect from each other

18. Teamwork Values and Manifesto
Respectful
 We accept each other as individuals
 We listen to understand one another's input
 We use that input whenever possible
 We tell each other how their input was used
Accountable
 We competently complete our job responsibilities
 We competently complete our responsibilities in support of the teams' decisions
 We provide feedback regarding the progress of meeting each other's needs
 We accept the feedback offered to improve performance
 We do what needs to be done to implement these Teamwork Values

19. How do we measure whether we are living
the teamwork values?
 We put the teams' needs over our individual needs
 We let each other know what is needed to help the team be more successful
 We ask each other what we can do to help them be more successful
 We do what needs to be done to help each other in accordance to an agreed
upon time schedule
 We keep each other informed about the status of meeting the identified needs
 We objectively listen to understand the feedback/information we are receiving
 We celebrate successes