EMPOWERED

Coaching: Empowering Your Product Team

First, let's look at the core of "Empowered": coaching.

Cagan emphasizes that being a product leader isn't about being the best product person, it's about making your *team* the best product people. Think of a basketball coach. They're not necessarily the best shooter or dribbler, but they know how to bring out the best in each player, right?

One effective coaching technique is the one-on-one. It's not just a check-in; it's a dedicated time for focused coaching. Cagan highlights the importance of the written narrative in these sessions. It's about having product managers write out their arguments and recommendations, not in a lengthy spec, but in a concise, persuasive narrative. This isn't about creating more paperwork. It’s about clarity.

Imagine one of your product managers is proposing a new feature. Instead of just presenting slides in a meeting, they write a six-page narrative. This forces them to really think through their argument, anticipate counterarguments, and consider all angles. Now, this is crucial, because you, as the manager, can coach them through this process. You can spot the gaps in their reasoning, challenge their assumptions, and help them refine their thinking.

Brad Porter, a former Netscape engineer and long-time Amazonian, puts it perfectly: "Speed and scale are weapons, and Amazon has already told everyone its secret… if only they have the discipline to implement it." This written narrative is a key part of that secret.

Try this: In your next one-on-one, instead of just discussing progress, ask your product manager to write a short narrative about a challenge they're facing or a decision they need to make. Then, work through it together. You'll be surprised at how much it clarifies their thinking, and yours.

Product Vision: A Clear and Compelling Future

Next, let’s pause here, and talk about Product Vision.

This isn't some vague, inspirational poster on the wall. It's a concrete, compelling picture of the future you're trying to create. It's what guides your team's decisions and keeps everyone aligned.

The product vision should be ambitious, it should stretch the team, but it must also be realistic. Cagan suggests that it should look out two to five years, maybe even ten for some industries, but not so far that it becomes disconnected from reality.

Think of it like planning a road trip. Your product vision is your destination – say, a beautiful national park. You know where you're going, you can picture it, and that helps you decide which roads to take, what gear to pack, and who to bring along. Without that destination in mind, you're just driving aimlessly.

And it is not about you. Audrey Crane, a partner at the DesignMap design firm, shares an analogy from her early experiences in theater. A director casts an actor for a specific role because she believes that the way that particular person will play the part will be great. A line reading is when the director says the actor's lines to her in the hopes of getting the actor to mimic them. This is a huge no‐no and implies that either the director isn't skilled enough to get the performance she wants out of the actor, or that the best the actor has to offer is her ability to mimic the director.

As a manager, I am certain that every person on my team is better at a great many things than I am. I'm not trying to get them to do what I want them to do, and definitely not to do things exactly the way I'd do them. Rather I'm looking for what they're passionate at, brilliant at, nascently savant at, and then organizing a team's worth of brilliance toward a common, shared goal that supports the larger goals of the business and the business's customers.

Here's how to make it practical: Start by asking, "What problem are we fundamentally solving for our customers?" Then, paint a picture of what the world looks like when that problem is solved. Make it vivid, make it inspiring, and most importantly, make it clear. Share it widely, discuss it often, and use it to guide your decisions.

Team Topology: Structuring for Success

Now, let's talk about team topology.

This is about how you structure your teams to best meet the company's needs. It's not about org charts and reporting lines; it's about creating teams that can effectively own and solve problems.

Cagan advocates for empowered product teams. These are teams that have the skills, autonomy, and accountability to figure out the best way to solve the problems they're assigned. They're not just given a list of features to build; they're given problems to solve.

The key here is alignment. Teams need to be aligned with the product vision and with each other. Cagan introduces the concept of "strategic context," which includes the product vision, principles, and priorities. This context is what allows teams to make good decisions independently.

Imagine a soccer team. Each player has a position and specific responsibilities, but they also understand the overall game plan and how their role contributes to it. They can make decisions on the field, adapt to changing situations, and work together to score goals. That's what an empowered, well-aligned product team looks like.

You might wonder, "How do I know if my team structure is working?" Cagan offers some warning signs: teams constantly clashing, slow decision-making, and a lack of innovation. If you see these signs, it might be time to rethink your team topology.

Here's what to do instead: Focus on creating teams that are cross-functional, outcome-oriented, and empowered to make decisions.

Product Strategy: Focusing on the Right Things

And this is a good time to introduce Product Strategy.

Remember when we talked about focus? Well, product strategy is all about making tough choices. It's about deciding what *not* to do, just as much as it's about deciding what to do.

Cagan emphasizes the importance of limiting work in progress (WIP). Just like a highway gets congested when there are too many cars, your organization gets bogged down when there are too many "high-priority" projects happening at once.

Richard Rumelt, in his book "Good Strategy/Bad Strategy," says, "Good strategy works by focusing energy and resources on one, or a very few, pivotal objectives whose accomplishment will lead to a cascade of favorable outcomes." This is powerful. It means picking your battles, focusing your efforts, and saying "no" to a lot of good ideas so you can say "yes" to the *great* ones.

Here’s a tool: The product principles. The product principles are the part of the strategic context that teams use most often in their daily discovery work, and these principles and the topic of ethics in particular are increasingly important with the advent of new technologies—especially related to machine learning.

Let's consider a practical application. The author suggests a method called "opportunity assessment." This is a quick way to evaluate potential product opportunities and decide whether they're worth pursuing. It involves answering four key questions: 1. What problem will this solve? (Value) 2. Who are we solving it for? (Target market) 3. How will we measure success? (Metrics) 4. What alternatives are out there? (Competitive landscape)

Discovering Insights: The Key to Innovation

Now, let's talk about insights, and the importance of discovering them.

The insights about customer behavior drove early Netflix to rapid growth and profitability, the insights around new‐user onboarding that drove early Facebook to explosive growth, or the insights around customer trials that Slack and Zoom used to great advantage. There isn't some paint‐by‐number playbook or framework for coming up with these insights, though.

You need to be obsessed with your customers, understand your data, and constantly be learning. It's about developing a deep understanding of your market, your users, and the technology landscape.

So, we have: * Data Insights. * Technology Insights. * Industry Insights.

And this all starts with focus, on a specific target market or user.

• Coaching: Focus on developing your team's skills, not just being the best product person. Use one-on-ones and written narratives (like six-page memos) to improve clarity and critical thinking.
• Product Vision: Create a clear, compelling, and realistic picture of the future (2-5 years out) that guides team decisions and keeps everyone aligned. It's the "destination" for your product "road trip."
• Team Topology: Structure teams to be empowered, cross-functional, and outcome-oriented. Ensure alignment with the product vision and strategic context.
• Product Strategy: Make tough choices about what *not* to do. Limit work in progress (WIP) and focus on a few pivotal objectives. Use product principles and opportunity assessments.
• Opportunity Assessment: Quickly evaluate potential product opportunities by answering four key questions: problem solved (value), target market, success metrics, and competitive landscape.
• Insights: Cultivate a deep understanding of customers, data, technology, and the industry. Focus on a specific target market.
• Empowered Teams: Give teams the autonomy and accountability to solve problems, not just build features.
• Strategic Context: Provide teams with the product vision, principles, and priorities to make good independent decisions.
• "Empowered" by Marty Cagan and Chris Jones emphasizes the human element of product development.
• The book "Empowered" is about building people who build great products.
• "Empowered" highlights leadership, trust, and empowerment.
• Limiting Work In Progress (WIP).
• "Empowered" by Marty Cagan and Chris Jones is a guide for leaders.

• Tech industry product leaders aiming to foster innovation and high-performing teams.
• Managers seeking to improve their coaching skills and develop their team members into exceptional product people.
• Individuals looking for guidance on creating a compelling product vision and aligning teams around it.
• Those interested in learning about effective team structures (topology) that promote autonomy and accountability.
• Anyone wanting to master the art of product strategy, including prioritization and focus.
• Product managers and team members who need to make better, data-driven decisions.
• Leaders striving to create a culture of empowerment and trust within their product organization.
• People who want to understand how to use tools like the written narrative, and opportunity assessment.
• Anyone who wants to learn from the experiences of Marty Cagan and Chris Jones, and apply the principles of "Empowered".
• Readers looking for actionable insights and practical techniques, rather than just theory, to improve product development, just like in "Empowered".

In essence, "Empowered" is a must-read for anyone involved in leading and managing product teams in the tech space, offering a blueprint for building a high-performing, innovative, and empowered product organization. The book "Empowered" provides concrete examples and tools.

How does the 'Product Trio' model function, as described in 'EMPOWERED' by Marty Cagan?

• Collaboration: The product trio consists of a product manager, a product designer, and a tech lead, working together collaboratively.
• Holistic View: This model ensures that product decisions are made with a holistic view of the business, user experience, and technical feasibility.
• Shared Responsibility: The shared responsibility and diverse perspectives lead to better product outcomes.

What is the role of 'Product Coaching' in Marty Cagan's 'EMPOWERED'?

• Skills Development: Product coaching involves developing the skills and capabilities of product managers and leaders.
• Decision-Making: Coaches help product people improve their decision-making, problem-solving, and leadership abilities.
• Team Improvement: This leads to stronger product teams and better product outcomes.

In 'EMPOWERED' by Marty Cagan, how does a strong 'Product Vision' contribute to team success?

• Long-Term Aspiration: Product vision describes the long-term aspiration for the product and its impact on the world.
• Guiding Star: It serves as a guiding star for product teams, aligning their efforts towards a common goal.
• Motivation: A compelling vision inspires and motivates the team, fostering a sense of purpose.

According to Marty Cagan in 'EMPOWERED', what is the purpose of a well-defined 'Product Strategy'?

• Path to Vision: Product strategy defines the path to achieving the product vision, outlining the key steps and decisions.
• Strategic Choices: It involves making choices about target markets, competitive advantages, and business models.
• Clarity and Focus: A well-defined strategy provides clarity and focus for the product team.

How do 'OKRs' (Objectives and Key Results) contribute to team empowerment, as discussed in 'EMPOWERED' by Marty Cagan?

• Goal-Setting Framework: OKRs are a goal-setting framework that helps teams define measurable objectives and track progress.
• Alignment: They provide a clear and transparent way to align individual and team goals with the overall company objectives.
• Accountability: OKRs promote accountability and focus on achieving results.

What are the characteristics of 'Empowered Teams' as described in Marty Cagan's 'EMPOWERED'?

• Autonomy: Empowered teams are given the autonomy and responsibility to make decisions and solve problems.
• Accountability: They are trusted to own their work and are held accountable for the outcomes.
• Ownership: This fosters a sense of ownership and engagement, leading to higher performance.

In 'EMPOWERED' by Marty Cagan, what is the significance of 'Product Discovery' in building successful products?

• Understanding Needs: Product discovery is the process of understanding customer needs and identifying opportunities for product innovation.
• User Research: It involves conducting user research, analyzing data, and experimenting with different ideas.
• Customer-Centricity: Effective discovery leads to products that better meet customer needs and achieve business goals.

According to 'EMPOWERED' by Marty Cagan, what is the primary responsibility of a 'Product Leader'?

• Enabling Environment: A product leader's role is to create an environment where product teams can thrive and deliver exceptional results.
• Mentorship: They provide coaching, mentorship, and support to help product managers and teams grow.
• Continuous Improvement: Effective leadership fosters a culture of empowerment, collaboration, and continuous improvement.