EMPOWERED. Marty Cagan

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СКАЧАТЬ In some cases, this means empowering a product person to approach her work in a way that is different from yours. In others, it means collecting a diverse range of opinions so that you can make the best decision.

      Note that I'm not suggesting you encourage consensus of opinion within your team. Rather, as a manager, you are helping your team learn how to make good decisions collaboratively—leveraging the skills and expertise of each person.

Seek Out Teaching Moments

      Many, if not most, people are not aware of their own potential. As a coach, you are in a unique position to help them see it.

      Reaching potential requires working through adversity. As a coach, you are always looking for opportunities that encourage your people to stretch beyond their comfort zone. Use judgment to right‐size the opportunity for the person and development area. You shouldn't ask someone to try something that you know they aren't ready for, but you need to find things that create some discomfort. It's through pushing through the discomfort that people overcome their fears and realize what they're truly capable of.

      Reaching potential doesn't just mean addressing gaps in competence. It also means recognizing and developing inherent strengths. This is particularly important for more seasoned product people who already have a good grasp of the job.

Continually Earn the Trust of Your Team

None of your coaching efforts will be effective without trust.

      This is not something you can demand or expect to happen on its own. It comes from continually demonstrating through your actions your genuine commitment to the success and development of each member of your team.

      Of course, it's important that you support your team both privately and publicly. Even more important is being honest with them in both praise and criticism. Don't hold back if someone is doing particularly well. Similarly, don't sugarcoat areas that need improvement. Always remember to praise publicly but criticize privately.

      I have found that you can help establish personal rapport and trust by sharing some of your own personal challenges. Trust also comes from expressing a genuine interest in the person as a person, and not just a member of the team.

      Of course, you must use judgment here and not pry or insert yourself where you're not wanted. That said, I've always found that trust grows whenever a working relationship is humanized.

Have the Courage to Correct Mistakes

      Sometimes, despite your best efforts, you can't find a path for a team member to become successful. When you reach this point, it's important that you act decisively.

      For many managers, this is the hardest principle to follow. Coaching is about development, so you are necessarily looking at people's problems as opportunities to develop. More than this, telling someone they are not working out is one of the most painful conversations you can have. It can feel easier to just avoid it altogether and soldier through.

This hurts you, your team, and the person herself. First, you are likely spending much more time on this person than you should, at the expense of others. You're also signaling to the rest of the team that you're willing to tolerate mediocrity while at the same time asking them to work hard—a reliable path to undermining trust and killing motivation. Finally, the person with the performance issue is not getting the opportunity to move to another situation where she may have a better shot at success.

      Note that I'm not suggesting you be cavalier about firing people or moving people into different jobs. You should always treat these decisions very seriously. I am saying that when you know, don't wait. You're not doing anyone any favors.

      I (Chris) was fortunate in my early career to work for a company that was deeply committed to the values of coaching. The leaders didn't just “talk the talk” about team development, they took real action every day that communicated their commitment to these ideals, baking them firmly into the culture of the company. This meant that, as I grew into progressively larger management and leadership responsibilities, I had a solid framing for approaching my job, and I did my part to pass the ideas along—both in words and actions.

      Unfortunately, most companies today are not so committed to coaching and development of their people, and you may have to be the one who models this approach. This starts with having a clear understanding of, and commitment to, a strong coaching mindset.

      Alternatives to Manager as Coach

      In the majority of tech companies, the organizational structure is very typical. It's a functional organizational model, which means that product managers work for a manager or director of product management; the designers work for a manager or director of design; and the engineers work for a manager or director of engineering.

      In this organizational model, the manager is expected to serve as the coach of her reports.

      However, there are a few alternative organizational structures out there, and in these alternative structures the manager might not have the necessary experience in the role to be able to provide effective coaching.

An example of this might be that we have a person in a product team leadership role—similar to the general manager of a small business unit—and that person might come from any number of backgrounds. Let's say for the purposes of this discussion that she comes from business development.

      Now let's say the members of the cross‐functional product team all report to her. But she has never been a product manager, or a designer, or an engineer. How can she coach her reports?

      While it is our first choice to have the manager be the coach, when this is not possible, we can still provide effective coaching. The key is that someone in the organization needs to be tasked with providing the necessary coaching.

      So, for example, there may be a design manager from another part of the organization that is asked to provide the necessary coaching to the designer. Similar for the product manager, and for the engineers.

      The key is to ensure that, one way or another, coaching is considered a top priority, and that every person on a product team knows who is specifically assigned to help her develop and reach her full potential.

      CHAPTER 8

      The Assessment

In this chapter, I will describe a coaching tool for helping managers of product people raise the level of performance of the people that report to them.

      I want every product leader to feel considerable urgency and importance around this need.

      Empowered product teams depend on competent product people, and if you don't develop your people and provide growth opportunities, there are usually other companies that will. I have always been a big believer in the old adage that “people join a company but leave their manager.”

      This chapter explores the technique that I use and advocate for assessing a product manager. It is easily adjusted for product designers or tech leads.

      It is the foundation for then coaching the person to success (the coaching plan, which we'll discuss next).

This assessment is structured in the form of a gap analysis. The purpose is СКАЧАТЬ