In my decade as a product manager at a major startup, I led one of over 10 squads, each filled with talented developers, designers, and product managers. My team was focused on B2B, but for a particular product, I needed support from the B2C team.
The challenge? They were swamped with their tasks and kept telling me, “We’ll get to it soon.” Despite my efforts, we missed our feature release. My boss wasn’t happy, and initially, I pointed fingers.
The truth was clear: I could’ve done more. As product managers, we’re fully responsible even when we don’t have the authority. Blaming the B2C team was wrong. I needed to own my role and drive results, regardless of challenges.
The incident taught me a lot about managing cross-functional teams and leading without formal authority.
Stakeholder Alignment:
To be effective, I began aligning my product objectives with the KPIs of the teams I needed help from. I met with product leads quarterly, discussed our goals, identified dependencies, and ensured we were on the same page.
Roadmap Transparency:
To prevent miscommunication, I shared my product roadmap with all squads. I introduced Monday.com to my team, and soon, other squads adopted it. This tool became our unified space to visualize roadmaps, identify dependencies, and plan better.
Build Relationships:
Bill Campbell, the legendary tech coach, believed in the power of genuine connections. He argued that being likable is key to influencing without authority. Inspired by his teachings, I began fostering both personal and professional relationships. Whether it was a coffee chat, lunch, or team-building session, I took the time to connect.
Escalation & Prioritization:
When faced with blockers, I learned not to hesitate to escalate to higher-ups. They often provided clarity on resource allocation or helped in reprioritizing tasks. Being flexible and adaptable became my mantra.
Negotiation Skills:
As a product manager, negotiation is vital. I picked up “Split the Difference” by Chris Voss, which transformed how I communicated and negotiated with my team and others. It’s essential to negotiate timelines, resources, and priorities effectively.
In the end, being a successful product manager isn’t just about managing products. It’s about managing relationships, expectations, and challenges, all while driving towards a shared vision.
