The Power of Missionaries in Leadership and Product Development

The Power of Missionaries in Leadership and Product Development

In Abraham Lincoln's historic Gettysburg speech, he spoke about a nation conceived in liberty and dedicated to the belief that all men are created equal. He acknowledged the great civil war that tested the endurance of such a nation, and the brave men who fought and died on the battlefield. Lincoln emphasized the importance of honoring the dead and dedicating oneself to the unfinished work they left behind. This theme of dedication and purpose resonates not only in historical speeches but also in the realm of leadership and product development.

In an insightful article by John Doerr, he argues that organizations need teams of missionaries, not teams of mercenaries. This concept highlights the crucial traits of strong leaders, organizations, and product teams. Teams of missionaries are motivated, engaged, and possess a deep understanding of the business context and empathy for the customers they serve. On the other hand, teams of mercenaries lack a sense of empowerment, accountability, and passion for solving problems. They often disconnect from the actual users and customers.

There are three key areas where the missionary model faces challenges: leadership, staffing, and process. Many executives and stakeholders falsely believe they know all the answers, preventing open discussion and healthy debate. This lack of leadership hampers the growth and innovation of teams. Additionally, some leaders inherit organizations that adhere to the mercenary model, with employees resigned to a lack of empowerment and connection to the customer. Outsourcing and reliance on external teams further exacerbate this issue. Moreover, certain product development processes, particularly those designed for the enterprise, operate under the mercenary model, stifling creativity and passion within teams.

Addressing these challenges requires a multi-faceted approach. Firstly, it is imperative to educate the leadership team on the benefits of the missionary model. Leaders must understand the value of open dialogue, empowerment, and empathy for customers. Secondly, the bar must be raised for the staff, starting with product managers, but also including product designers and senior engineers. Hiring individuals who align with the missionary ethos and empowering them to make meaningful contributions will enhance team dynamics and outcomes. Finally, organizations must adopt processes and techniques that allow teams to showcase their capabilities. Establishing a compelling product vision combined with measurable business objectives for each team will drive purpose and productivity.

In conclusion, the power of missionaries in leadership and product development cannot be overstated. By embracing the values of engagement, empathy, and accountability, organizations can foster a culture of innovation and success. Three actionable pieces of advice to implement the missionary model are: educate the leadership team on the benefits of open dialogue, raise the bar for the staff by hiring mission-driven individuals, and adopt processes that align with the missionary ethos. Through these steps, organizations can create a new birth of freedom, ensuring that government of the people, by the people, for the people shall not perish from the earth.