Coaching and Development

From my earliest steps, I was an athlete. Soccer, gymnastics, swimming - I couldn't sit still, and sports were my playground. Through it all, I met coaches of every stripe: some brilliant, some…less so. Not everyone is cut out for leadership, just like not everyone should be a coach.

Some stumble into it for the wrong reasons, but a true leader? They see potential, not just in victories, but in the fire they can ignite within others. Skill is one thing, talent another, but it's respect and adaptability that set the greats apart. This is where coaching shines. A true coach doesn't just praise your innate ability; they challenge you to push past it, to shed ego and embrace guidance, becoming the star your team needs you to be.

Role

Setting Clear Goals and Expectations
Setting expectations for product management (PM) roles can be tricky. The role's nuanced nature, with its diverse scenarios and shifting landscapes, makes traditional methods feel a bit blunt. But rather than getting bogged down in specifics, we can shift our focus to outcomes. What does success look like for this particular project, feature, or initiative?

Focus on setting expectations based on desired outcomes.

Think of it this way: Imagine you're launching a new mobile app. Your primary outcome could be increased user engagement by 20% within the first quarter. Now, the path to achieving that outcome could involve multiple approaches, depending on market response, competitor moves, and unforeseen challenges.

By helping your peers anticipate potential roadblocks and "what-if" scenarios, you empower them to navigate the nuances of PMing and even surpass initial expectations. For instance, maybe unforeseen user feedback reveals an opportunity to pivot the app's core feature, ultimately leading to even higher engagement numbers. By preparing for such possibilities, you equip your team to think on their feet and seize unexpected opportunities.

Expectations around day-to-day
While it's understandable to avoid micromanaging, a completely hands-off approach can be equally detrimental. Instead, create an understanding with your reports by having a conversation about desired levels of involvement. Discuss what feels comfortable for both of you, recognizing the mutual need for guidance and input. You bring the big-picture perspective from high-level meetings, and they possess valuable on-the-ground insights.

Think of it like a well-coordinated dance. You lead the choreography, providing direction and support, while they execute the steps with agility and precision. Clear expectations act as the music, keeping everyone in sync and moving towards shared goals.

Start by setting expectations together, including:

• Frequency and format of progress updates: Do you prefer daily quick huddles, weekly reports, or a combination?
• Decision-making parameters: Should they run specific decisions by you, or are they empowered to make independent calls within certain boundaries?
• Level of detail in shared work: Be specific about what kind of work you need to see (e.g., prototypes, designs, data summaries) and when.

Here are some specific situations where you might want to be informed:

• Major milestones and deliverables: Launching a new feature, exceeding key performance indicators, or finishing a crucial project.
• Unexpected setbacks or challenges: Technical hurdles, competitor moves, or market shifts that significantly impact the project.
• Strategic decisions with long-term implications: Choosing a new development direction, pivoting the product focus, or allocating significant resources.

Collaboratively develop and empower your reports career growth
Regular one-on-one meetings and feedback are crucial for guiding your peers, but they're just the starting point. To truly unlock their potential, you need a personalized career development plan. This plan is more than just a checklist of skills to acquire; it's a collaborative roadmap tailored to your peer's unique aspirations and goals.

Think of it like a high-powered GPS for their career:

• Clear destination: Instead of vague suggestions, you work together to define their long-term career goals. This clarity gives them direction and focus.
• Actionable steps: The plan isn't just about "what" to achieve, but "how." You map out specific steps, from acquiring new skills to tackling challenging projects, with concrete timelines and milestones.
• Regular check-ins: This isn't a set-it-and-forget-it approach. You regularly review and adapt the plan as their needs and opportunities evolve.

Here's why it matters:

• Clarity: Ditch ambiguity. This plan lays out concrete goals, skills, and action steps, ensuring everyone is on the same page.
• Focus: No more scattered efforts. The plan prioritizes key areas for development, maximizing your peer's time and energy.
• Ownership: It's not just your vision. By co-creating the plan, your peer takes ownership of their career trajectory, boosting motivation and engagement.
• Accountability: Both of you have skin in the game. The plan establishes clear milestones and review points, keeping everyone accountable for progress.
• Support: You become their partner in success. The plan empowers you to provide targeted guidance and resources as they navigate their career path.

Here are some of the best ways to approach it:

1. Initiate the Conversation:

• Set aside dedicated time: Schedule a specific meeting with your peer to focus solely on their career aspirations and interests.
• Ask open-ended questions: Encourage in-depth discussion by focusing on their goals, strengths, and weaknesses. Use questions like "What excites you most about your career?" or "What are your long-term professional aspirations?"
• Emphasize collaboration: Explain the benefits of co-creating a development plan and ensure they feel comfortable sharing their ideas and concerns freely.
• Gather necessary information: Review their current job description, performance reviews, and any recent professional development activities to gain a comprehensive understanding of their current standing.

2. Prepare for the Partnership:

• Craft a strengths and opportunities profile: After the initial meeting and gathering feedback from your report, analyze your report's current role, performance, and potential. Identify their key strengths, areas for development, and exciting opportunities within the company.
• Map the next level: Visualize their ideal career progression within the organization. Define the responsibilities, skillsets (hard and soft) required for that next level, and the bridge they need to build to get there.
• Outline the journey: Create a roadmap outlining the steps, milestones, and resources needed to reach their desired destination.

3. Align on Priorities and Action:

• Collaborate on the top 2-3 priorities: Work together to identify the key areas that will have the most significant impact on their career growth.
• Develop a concrete action plan: Establish clear milestones, deliverables, and timelines for each priority. This ensures accountability and measurable progress.
• Define success metrics: Collaboratively determine how you'll measure their progress and celebrate their achievements. This shows transparency and keeps everyone aligned.

Remember, this is a continuous process. Regularly revisit and adjust the plan as needed, adapting to new opportunities and challenges. I would revisit their career path every 4th 1-on-1, so usually the last week of every month to discuss progress and make adjustments as necessary. This will create a fulfilling and successful career path for your report.

Look for opportunities for your reports to expand their skills
Your leadership isn't just about guiding tasks, it's about unlocking potential. By identifying skill-building opportunities, you open doors for your reports' career growth, empowering them to reach their full potential.

Here are some ways to facilitate this and guidelines to consider.

Matching Projects to Skills and Interests:

• Assess their skillset and interests: Understand their strengths, weaknesses, and areas they'd like to develop. Match projects to their existing skills while also providing opportunities to learn new ones.
• Consider career goals: Align projects with their long-term professional aspirations. This builds motivation and demonstrates your support for their development.
• Offer challenge and growth: While projects should be achievable, they should also stretch their abilities and encourage them to step outside their comfort zone.

Project Selection and Communication:

• Present options and discuss: Instead of dictating, offer choices and have an open discussion about the available projects. This encourages ownership and engagement.
• Explain the project's impact: Clearly communicate the project's purpose, objectives, and how it contributes to the bigger picture. This gives them context and a sense of purpose.
• Set clear expectations and deadlines: Outline specific deliverables, timelines, and performance metrics. This ensures clarity and accountability.

Providing Support and Guidance:

• Offer regular feedback and mentorship: Be available to answer questions, provide guidance, and offer constructive feedback throughout the project.
• Encourage resourcefulness and initiative: Trust them to problem-solve and make decisions within reasonable boundaries. This builds confidence and independence.
• Celebrate successes and achievements: Recognize their efforts and accomplishments, both big and small. This reinforces positive behavior and boosts motivation.

The goal is to empower your reports through well-chosen projects that challenge them, support their development, and contribute to the team's success.

Building Authentic Relationships with Your Reports
I've had my fair share of bosses, but only a handful truly felt like leaders. These were the ones who believed in me before I believed in myself. They pushed me with respect, celebrated my wins like their own, and always had my back. Their unwavering integrity and genuine care made them not just managers, but mentors and friends. These are the leaders who have shaped who I am today.

The best managers aren't just about numbers or promotions; they're about people. They have a backbone of integrity, a heart for their team, and a relentless drive to see you succeed. They challenge you with tough love, celebrate your victories, and always have your back. These are the leaders who will inspire you to get out of bed every morning.

Set Expectations For Proactive Communication
While the independent nature of PMs can present management challenges, viewing it as an opportunity for collaboration and trust can be truly empowering. Rather than struggling to stay in the loop, focus on building a culture of open communication, where your PMs take ownership of their work and proactively share updates.

Shifting the Responsibility: Instead of micromanaging, emphasize that regular and transparent communication is their responsibility. Explain that keeping you informed isn't just about satisfying your need for updates, but it's important for building trust, identifying potential roadblocks, and providing timely guidance. In exchange for autonomy and independence, your PMs commit to clear and consistent communication. This shift empowers your PMs and clarifies expectations.

A nice way to share there work could look something like:

• Here's what's happening: (Current challenge)
• Here's how I'm handling it: (Current or planned approach)
• Do you have any thoughts?: (Invitation for feedback)

Remain Neutral
We all have unconscious biases, and they can manifest in unexpected ways. It's crucial to be aware of these biases and ensure you're applying expectations consistently. Are you giving some individuals the benefit of the doubt based on their perceived potential, while others face harsher scrutiny based on their past performance? Consistent and fair assessment requires conscious effort and reflection.

Even well-intentioned expectations can inadvertently lead to bias depending on the context. Here are some examples:

1. Evaluating Performances Based on Different Criteria: A manager consistently expects all employees to work late hours, demonstrating dedication. However, this expectation unfairly disadvantages those with caregiving responsibilities, potentially leading to biased performance evaluations.

2. Overlooking Potential for Growth: A supervisor consistently judges employees based on past performance metrics. While applied equally, this approach can overlook those with untapped potential or those who've experienced setbacks, hindering their growth opportunities.

3. Favoring Traditional Pathways: A company consistently values candidates with prestigious degrees or linear career paths. This expectation, though applied consistently, can create bias against those with non-traditional backgrounds or diverse experiences, limiting the talent pool.

4. Requiring Specific Communication Styles: A team leader consistently expects assertive communication and direct feedback. While applied to everyone, this approach can inadvertently create bias against individuals from cultures that value indirect communication or consensus-building, silencing diverse perspectives.

5. Prioritizing Extroverted Behavior: An organization consistently values employees who actively participate in meetings and social events. This expectation, though applied equally, can create bias against introverts or those with social anxiety, overlooking their valuable contributions.

6. Relying on Subjective Feedback: A company consistently uses 360-degree feedback to assess employees. However, subjective comments like "team player" or "good fit" can be interpreted differently based on unconscious biases, leading to inconsistent evaluations.

7. Rewarding "Always Available" Mentality: A manager consistently praises employees who are always available via email or phone. While applied equally, this expectation can create bias against those who prioritize work-life balance or have personal commitments outside of work hours.

It's important to remember that even consistently applied expectations can have biased outcomes if they don't account for individual differences, diverse experiences, and potential for growth.

Handling Poor Performance
Underperformance is often a symptom of a deeper problem. Dig deeper than the surface. Uncover the root cause and address it head-on. It's important to look beyond the symptoms of underperformance to identify the root cause of the problem. Focus on the why, not just the what.

There are many possible reasons why someone might be underperforming, and they can be broadly categorized into two main areas: internal factors and external factors.

Internal factors:

• Lack of skills or knowledge: The person may simply not have the necessary skills or knowledge to perform the task effectively. This could be due to a lack of training or experience.
• Motivation: The person may be lacking in motivation or engagement. This could be due to a number of factors, such as dissatisfaction with the job, feeling unchallenged, or personal problems.
• Physical or mental health: Physical or mental health issues can also impact performance. Pain, fatigue, stress, anxiety, and depression can all make it difficult to focus and perform at your best.
• Time management: Poor time management skills can lead to missed deadlines and incomplete tasks.
• Poor work habits: Procrastination, disorganization, and lack of focus can all contribute to underperformance.

External factors:

• Work environment: A negative work environment, such as one with poor communication, lack of support, or a lot of conflict, can make it difficult to perform well.
• Resources: The person may not have the necessary resources to do their job effectively, such as equipment, materials, or information.
• Leadership: Ineffective leadership can contribute to underperformance by setting unclear expectations, failing to provide feedback, or creating a culture of fear or mistrust.
• Changes: Major changes, such as a new job, a promotion, or a reorganization, can be disruptive and lead to temporary underperformance.
• Personal life: Personal problems, such as financial difficulties, family issues, or relationship problems, can also impact performance.

It's important to note that these are just some of the possible reasons why someone might be underperforming. The specific cause will vary depending on the individual and the situation. If you are concerned about someone's performance, it is important to have a conversation with them to try to understand what is going on and work together to find a solution.

Final Words 📖

Strong relationships are the bedrock of great leadership. When you invest in building trust, advocating for your reports, and empowering them with autonomy and clear development paths, you're not just managing, you're mentoring. You're creating a legacy of success that extends far beyond your own tenure.

Product managers primarily evolve through the direction and mentorship provided by their leaders. So, be the coach who believes in their potential before they do. Be the advocate who champions their dreams, not just their deliverables. Be the mentor who provides the tools and support to climb their own ladder, not just follow yours. Remember, the greatest leaders don't just climb the ladder, they build it for others to climb too.

Next Steps 🚀

1. The Leader as Coach
2. The Surprising Secret to Building High-Performing Teams
3. Micromanagement Versus Empowerment
4. The Secret to Building Resilience