Art Petty on Management

Art Petty on Management Has Changed and Moved

I don't like to do things small or simple, so in what I sincerely hope is the absolute last time I put myself and you through this, I have moved and changed the name of my blog. 

You will now find me at www.artpetty.com and the new name of the blog is Management Excellence.

As I'm writing this and realizing that most people that have moved blogs have basically had to start over from zero to build traffic, this seems like taking two steps in the wrong direction.  However, sometimes you have to step back to grow, and I've got some compelling reasons for making the move, including:

• Integrating my former corporate web site and my blog under one content management system.

• Creating a simpler url (artpetty.com...12 characters versus the almost 40 for this site).

• Gaining the tools and the control through a hosted blog so that I can easily add planned podcasts, webcasts, forums and other tools that I will roll out this year.

• Aligning my blog's name: Management Excellence with my personal mission to promote high performance, great leadership and the pursuit of excellence in business.  

All of the posts and hopefully, all of the comments have been moved to the new site, so 14 months,  160 plus essays and a tremendous number of thoughtful comments on best practices in leadership and strategy, project management, product management and marketing and sales, all remain part of the library. 

For those of you that subscribe via your favorite Reader or happen across this post via Search, please take the opportunity to visit the new Management Excellence site and click on the site's feed.  And don't forget to check out some of the new tools, including the live polls, free down-loadable tools and links and references to many other great resources.

Thanks so much for reading and referencing Art Petty on Management, and I hope to earn your confidence many times over in my new home at the Management Excellence blog!

Career Growth and the Product Manager

I wear my respect on my shirt-sleeve for the many dedicated Product Management professionals that hold down what I believe is one of the most difficult and one of the most critical roles in today’s fast moving technology and B2B organizations.   (See my post: In Support of the Product Manager as MVP)  The individuals in these positions have a tremendous responsibility to provide guidance to the organization, often with little formal authority to translate this guidance into action. 

While admittedly biased based on my own PM and PM leadership experience, I firmly believe that these talented and well-rounded business professionals are potentially some of the most valuable assets in an organization’s talent pool.   Of course, realizing value from this talent requires a proactive approach to helping Product Managers develop some of the “softer” skills that we all know are important, but that we as leaders often overlook in our preoccupation with the day to day crises that can rule our lives.

Here’s my short-list of the skills that Product Managers cum Executives must focus on if they want to crack the ranks of senior leadership.  Given the fact that Product Managers are some of the only individuals that see the firm from the outside-in and inside-out, it is well worth it for Product Managers and their managers to steer development, and yes, training efforts towards these areas.

• Leadership: This is perhaps the stickiest or squishiest of all skill sets and yet developing context for the true role of a leader, understanding what it takes to build credibility and engender trust as a leader are critical lessons on the road to success.  Instead of generic leadership training, focus on an approach that emphasizes the development of key leadership skills and the application of these skills in a series of diverse leadership situations.  Ideally, any leadership development program for Product Managers will emphasize developing the skills and gaining experience for leading as an informal leader, leading horizontally and managing upwards.  (OK, again, I’m biased, but a manager armed with my book, Practical Lessons in Leadership and committed to creating a robust developmental program for their Product Managers is miles ahead of the manager sending their PM to some of the generic leadership training in the marketplace.)

• Strategic thinking.  Like leaders, strategists aren’t born and in most cases, they are made.  Few positions in a firm have the potential to contribute more to strategic thinking and strategy process creation and sustainability, than that of the Product Manager.  I was fortunate enough to enjoy early career mentors that challenged me to constantly think outside of my product, outside of my company and to look at the big picture, tune in to my various audiences and to develop and test strategic hypotheses while growing the business.  That is a very different way of thinking versus “what are the top 10 features that I can jam into my next release?”  Too many Product Managers don’t learn to look beyond their narrow scope (product, market segment) and all too many don’t grasp the importance of their role as a strategist in the overall firm’s plans.  Challenge yourself or your Product Managers to take an active role in educating the firm on the market and customer situation and proposing ideas to leverage the situation for growth.

• Communications Skills and Mastering the Art of Diplomacy.  Great Product Managers learn to speak the language of executives and they recognize that every encounter regardless of who they are meeting with, is an opportunity to build trust by understanding needs, creating shared perspectives and creating reasons for people and teams to move forward. The recent HBO miniseries, John Adams, based on David McCullough’s biography of the same name, shows the mercurial and aggressive Adams nearly destroying any chance to earn France’s support for the revolution, as he demands action and nearly destroys the hard-won credibility that Franklin had earned in several years of creating an understanding and developing shared-reasons to fight the British. The days of command and control leadership in the corporate world are generally over.  Developing a communication style that creates interest and fosters respect is essential for success.  Diplomatic skills to manage upwards, to manage across and to manage the generations and the various cultures via distributed teams are skills that will carry the Product Manager way beyond their mid-level role.

The Bottom-Line for Now:

Rather than coming across as picking on Product Managers for being deficient in leadership, strategic and communication/diplomatic skills, it is my intent to encourage them to proactively develop these skills.  It is remarkably easy to get caught up in the pursuit of day to day business and forget that everyday is a chance to advance your career.  If you are fortunate enough to have a great mentor, that is good.  If not, it’s incumbent upon you to take the initiative to create the experiences necessary for you to develop and fine tune these critical skills.  Your future depends upon it.