Leading Product Management Teams
RICH MIRONOV
Product leadership expert and veteran, author of "The Art of Product Management"Product leadership is a fundamental component for building successful product companies. However, most product leaders have little internal peer support for understanding and defining their roles. The product leadership role demands fresh skills and organisational strategies, even as product-level work pulls you back into execution mode.
Join Rich Mironov, Silicon Valley product leadership expert and veteran, author of “The Art of Product Management”, to discover the key topics product leaders need to address for running their teams with great results.
ABOUT
THIS WORKSHOP
WHY TAKE THIS WORKSHOP?
Product leadership is a fundamental component for building successful product companies. By making choices about the team structure and its evolution, product leaders define the team sizes, hiring process, coaching and training plans. Choosing the right OKRs, tools and processes, sets the team up for success. Working with their peers creates the conditions for strong, long-running partnerships.
However, most product leaders have little internal peer support for understanding and defining their roles. The product leadership role demands fresh skills and organisational strategies, even as product-level work pulls you back into execution mode.
Join Rich Mironov, Silicon Valley product leadership expert and veteran, author of “The Art of Product Management”, to discover the key topics product leaders need to address for running their teams with great results.
All How to Web workshops consist of live sessions with the instructor delivered online, with no recorded materials, so you can discuss your problems and get your questions answered.
WORKSHOP ACTIVITIES
1st session, November 9, 2h
During the 1st live session, Rich will present and discuss the key aspects that need to be addressed by a product leader, focusing on key responsibilities and team structure.
Ongoing Q&A
2nd session, November 12, 2h
During the 2nd live session, Rich will discuss the main issues product leaders need to address to connect and align the product group’s objectives to company’s priorities.
Ongoing Q&A
MAIN TAKEAWAYS
The product leadership role
What product leaders do that’s different from individual product managers
How different product organizations are structured
Different ways to build and structure your product team
The critical need for all of your product managers to get *direct* end-user input
Aligning the product group with company priorities
The drivers and motivations for other functional groups
How to navigate prioritization, politics and alignment when internal stakeholders disagree
How to quantify and sell the benefits (outcomes) of product management
Why sales/marketing groups don’t (want to) understand trade-offs
Who is
RICH MIRONOV
Rich is a seasoned executive and serial entrepreneur – he has been the ‘product guy’ (including CEO and VP Product) at six startups. He’s career track record includes work with HP, Sybase, iPass and AirMagnet, plus consulting engagements or interim VP Product roles at 140+ tech companies. With deep technical roots in B2B/enterprise software and computing infrastructure, Rich combines ‘what-we-can-build’ with ‘what-markets-want’.
He has been relentlessly blogging, speaking, teaching and mentoring on software strategy, product management for more than a decade. Today he coaches executives, product management teams and agile organizations.
Rich has three big things he cares a lot about: organizing the product organization, being agile and scaling up.
WHAT IS
Product Leadership
A product leader manages a team of product managers, and maps to titles like Director of Product Management, Group Product Manager, VP of Products, Chief Product Officer etc.
The product leader’s challenges include tasks like designing, building, and nurturing a product team; aligning product managers to development teams, products, segments or markets; designing teams and task forces; driving strategy, tooling and outcomes; growing cross-functional collaboration and working with C-level execs.
