Unconventional Advice for Transitioning to Head of Product and Thinking Differently as a Senior Product Manager

Unconventional Advice for Transitioning to Head of Product and Thinking Differently as a Senior Product Manager

Introduction:

Transitioning to the role of Head of Product presents unique challenges for professionals in the field. As the focus shifts from hands-on craftsmanship to leadership and strategy, there are new responsibilities to navigate. This article combines insights on transitioning to the Head of Product role and how senior product managers think differently. By examining common points and connecting them naturally, we can gain a comprehensive understanding of these roles and the skills required to excel in them.

Coaching and Building Alignment:

Coaching is a crucial skill that all good Product Managers should be honing, even before transitioning to the Head of Product role. While not having direct reports, it is essential to coach the Product Team, peers, and stakeholders on what good product practice looks like. As a Head of Product, cultivating alignment and building a strong product culture becomes a priority. Considering the future and solving problems for the next generation of leaders is a hallmark of successful Heads of Product. To develop breadth, it is advisable to become more of a generalist in terms of knowledge and competencies. Additionally, breaking thinking into horizons helps build a habit of considering short-term and long-term impacts and priorities.

Culture and Decision-Making:

A Head of Product plays a pivotal role in tackling cultural issues within an organization. Building and maintaining a strong culture is often the most challenging aspect of leadership. Whether it's addressing branding understanding or shifting focus from output to outcomes, the Head of Product shapes the cultural values and practices. However, as a Head of Product, decision-making becomes less focused on day-to-day operations and more centered on capability uplifting, coaching, and culture development.

Execution and Problem-Solving:

Senior product managers approach their roles with a different mindset. When the problem has been defined, and the solution agreed upon, their focus is on executing it effectively. Managing the backlog, ensuring clear and prioritized tickets, and shipping quickly become primary concerns. Prototyping usability testing helps identify areas for improvement in user experience, while critically evaluating solutions and problems takes product thinking to the next level. Articulating the company objectives, user problems, and outcome metrics becomes vital for effective product management.

Quantifying Impact and Understanding Costs:

Quantifying the impact of a feature involves considering factors such as reach, intensity, and user segment value. Understanding the true cost of a feature goes beyond development costs and includes other considerations. Senior product managers understand the importance of timing and why a problem needs to be solved now. Some problems require immediate attention, while others can be addressed incrementally. The concept of disagree and commit, popularized by Jeff Bezos, encourages deep understanding of user needs and the factors influencing their decision to switch products.

Expanding Product Value:

Thinking differently as a senior product manager involves looking beyond incremental improvements and considering radical innovation. Mapping alternatives, customer needs, and user segments helps identify improvement opportunities. The Kano Model, which categorizes needs into hygiene, performance, and delighters, aids in prioritizing product enhancements. Expanding the product's value chain by assisting customers in their journey before or after product use can also enhance its overall value.

Actionable Advice:

• 1. Focus on coaching and building alignment even before transitioning to the Head of Product role. This will help develop essential leadership skills and create a strong product culture.

• 2. Develop breadth by becoming a generalist in terms of knowledge and competencies. Additionally, practice breaking thinking into horizons to prioritize short-term and long-term goals effectively.

• 3. Continuously evaluate the strategic importance of the problems you're solving and understand the true impact and cost of features. This will enable you to make informed decisions and prioritize effectively.

Conclusion:

Transitioning to the role of Head of Product requires a shift in mindset and the development of new skills. By combining the unconventional advice for transitioning to the role and understanding how senior product managers think differently, professionals can thrive in these positions. Coaching, building alignment, and cultivating a strong product culture are essential aspects of the Head of Product role. Senior product managers excel in execution, problem-solving, and understanding the strategic importance of the problems they tackle. By incorporating the actionable advice provided, individuals can navigate their careers successfully in these roles.