Ah airport layovers, time for a thread that keeps coming up.
How do I convince my executives to change/ do things I’d like them to do as good #prodmgmt. Here’s my tips. 🧵 /1
How do I convince my executives to change/ do things I’d like them to do as good #prodmgmt. Here’s my tips. 🧵 /1
The thing I see people do most often that doesn’t work is not taking the time to understand how other people are being judged for success and what matters to them.
You have to learn to put your proposal in terms that will help the other person. /2
You have to learn to put your proposal in terms that will help the other person. /2
For example, say you have a problem with the Head of Sales. How are they judged for success?
Bookings, new sales, new logos, revenue growth.
Their comp is tied to it. How do you think they feel when you say you need to deprioritize something that they *think* will make $$? /3
Bookings, new sales, new logos, revenue growth.
Their comp is tied to it. How do you think they feel when you say you need to deprioritize something that they *think* will make $$? /3
You need to show them on the roadmap how by making a choice to deprioritize one thing unlocks revenue from the things you’re doing now. Model it out with them.
In case of tech debt, less features, building for the future - how can you get them some small wins now? /4
In case of tech debt, less features, building for the future - how can you get them some small wins now? /4
Empathy is really important here, and listening to their concerns can surface up tons of insights.
But what about the CEO? /5
But what about the CEO? /5
I’ve found there’s about 3 types of CEOs, some a combo, but rarely.
Founder
Visionary
Operational
If you don’t understand what type of CEO you have, you have probably been extremely frustrated in the past. /6
Founder
Visionary
Operational
If you don’t understand what type of CEO you have, you have probably been extremely frustrated in the past. /6
Founders have a lot on the line when it comes to their potential exits.
Visionaries do not care about the details at much. You need to relate your proposal to bigger picture.
Operationals are very numbers and data oriented, usually lack vision. /7
Visionaries do not care about the details at much. You need to relate your proposal to bigger picture.
Operationals are very numbers and data oriented, usually lack vision. /7
You need to be able to tailor your message for each of these backgrounds.
CEOs who ask for extreme detail usually aren’t getting the level of detail they really want - how do we connect what we’re doing to achieving $$ goals and vision? /8
CEOs who ask for extreme detail usually aren’t getting the level of detail they really want - how do we connect what we’re doing to achieving $$ goals and vision? /8
The same arguments could be made about implementing process change, transformations, etc. What’s it do to help the executive? How does it get them tie their goals? /9
It took me quite a while to learn this, and probably even longer to actually do it, but it’s a game changer in the end. The most successful executives do all this naturally. The rest of us have to learn it. But give it a shot! /10
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