Want to turn your product management team into a lean and mean machine?
Well, having an efficient way of creating products is not good enough. Great competitive product teams need thought and people leadership. The challenge is to attract, develop and retain your product talents on the long run. You need a good leadership set-up, product team coaching and individual coaching. It doesn't matter if you are scaling up or going through significant change, the fundamentals remain.
I use the best HR and product frameworks in that domain. They are proven to be adaptable and scalable, so my job is to get them quickly in place for you. They are comprehensive enough to get picked-up on the fly by the team members so they can self-manage and continuously improve.
Product Leadership Set-up
| It all starts with picking together the leadership competencies relevant to your approach to product management and to your company stage and culture. My experience of the most wanted leadership skills are Cultivates Innovation, Ensures Accountability, Builds Effective Teams and Manages Ambiguity. |
| If we maintain a good balance between thought, action, people management and self-development competencies, then we can set a strong career map suitable for entry-level individual contributors as well as for mid-level leaders. There will be an opportunity for all your product team members to grow while maintaining a flat organisation. |
What is your challenge? |
What you can expect |
The frameworks that I use |
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Team Coaching
| What do we all expect from our product teams, and preferably for yesterday? Well, the best product-market fit and the fastest time-to-market while staying agile, isn't it? If accelerating your team building and performance becomes critical, then we need to provide the teams with the most adapted coaching. |
| For the virtual cross-functional product team, the challenge is to be high-performing in a short period of time. Team members must leverage their own social, thinking, and action styles. For the central functional product team, the challenge is to contribute to transversal product activities and act as a united team while being deployed in virtual teams. One of my key experience is to balance and gel a team to deliver on expectations. |
What is your challenge? |
What you can expect |
The frameworks that I use |
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Individual Coaching
| Did the CEO used to lead the product activities in the early days and is now busy managing shareholders and growth? In that case, there is a high chance that the product teams are under his/her close watch... Nevertheless, expectations are high especially in getting a specific leadership style from the product leaders. |
| Acting like the CEO of the product without having the direct authority, displaying the traits of a general manager isn't easy and this is where coaching comes into the picture. We will establish together the best coaching plan to ensure the balanced performance on the long run that you are looking for. This is essentially where the leadership set-up discussed earlier will propel us for speed and scale. |
What is your challenge? |
What you can expect |
The frameworks that I use |
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