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Mind the Product

Product Management

Sunday Rewind: 7 things I’ve learned in my first 6 months as a product manager

Career

Should you specialize or stay versatile in product?

B2B product management

Artificial Intelligence (AI) & Machine Learning (ML)

Building Product Teams

Business Strategy

Data Driven Product Management

Digital Transformation

Diversity and Inclusion

Minimum Viable Product

OKRs

Prioritisation

Product Design

Product Research

Product Development Process

Product Ethics

Product Discovery

Product Leadership

Product Management Career

Product Strategy

Stakeholder Management

🌎 <a href="https://www.mindtheproduct.com/world-product-day/" style="color:#FFFFFF;text-decoration:underline;">Happy World Product Day!</a> Be sure to celebrate product, yourself, and your peers today! 🎉

How much are product managers getting paid in 2024?

Leading product ops at Delivery Hero with Koen Dubelaar

Connecting fans to creators at Spotify (Dariusz Dziuk, Product Lead, Spotify)

“You’re not as competent as you think” 5 lessons from Ken Chin on navigating a product career (CPO, Spark Networks)

Everything wrong with the product management job market. And how to fix it

Louron serves as the Editor at Mind the Product, bringing nearly a decade of experience in editorial positions across business and technology publications. For any editorial inquiries, you can connect with him on LinkedIn or Twitter.

Louron Pratt

A study from digital product agency <a href="https://www.linkedin.com/company/planes-limited/">Planes</a> has found that 44% of product leaders feel inadequately empowered to fulfil their roles. Almost two-thirds (60%) of CPOs cite loneliness as a prevalent aspect of their jobs.
Planes conducted qualitative interviews with over 50 product decision-makers in leading UK businesses to unravel the challenges of Chief Product Officers (CPOs).
<h2>Low confidence and loneliness in the C-suite</h2>
<a href="https://www.planes.studio/blog/new-research-outlines-challenges-faced-by-product-leaders" target="_blank" rel="noopener">The study</a> also found that almost half (42.6%) of product leaders need more confidence in understanding their role within the C-suite. <a href="https://www.linkedin.com/in/jenniferlouiserose/" target="_blank" rel="noopener">Jennifer Rose</a>, Digital Product General Manager at New Look, was interviewed for the study and emphasises the significant time spent bridging the comprehension gap.  &#8220;When people don’t understand what product is in a bigger organisation, you spend time bringing people on the journey. It’s why you end up having this divide,&#8221; she notes.
The presence of a product leader at the C-suite level remains a novel concept for many large organisations. This often leads to friction between product leaders and executives, the study found. &#8220;Even though Product has a seat at the C-suite table, they all too often have less influence over other C-suite counterparts,&#8221; says <a href="https://www.linkedin.com/in/cj-daniel-nield/" target="_blank" rel="noopener">CJ Daniel-Nield</a>, Co-Founder at Planes. The average tenure of a CPO stands at 2.6 years, contrasting with the average CEO tenure of 3.9 years and the average CTO tenure of 4.6 years.
<h2>Battling isolation in the C-suite</h2>
To ensure that product leaders don’t feel isolated in their roles, organisations must ensure that product roles are well-defined and widely understood. This can maximise tenure and help leaders thrive with a product-led approach. Additionally, <a href="https://www.linkedin.com/in/benelliottfoundbyfew/" target="_blank" rel="noopener">Ben Elliot</a>, Co-Founder of recruitment agency Found by Few, adds: “Companies need to enable their CPOs with a good team, buy into the product, and create realistic expectations for the role.”
<a href="https://www.linkedin.com/in/remybecher/" target="_blank" rel="noopener">Remy Becher</a>, CPTO at Stepathon, adds that storytelling is the key to effective collaboration with C-suite-level executives. “Successful product leaders define a narrative or strategy and use this to start each meeting,” Remy says. It’s also important to articulate a definitive north star metric. This leads to better collaboration and alignment.
<h2>Prioritising self-care in challenging times</h2>
With loneliness, isolation, and a lack of confidence rife in product leadership roles, we thought it would be helpful to look at how some established product leaders approach their day. <a href="https://www.linkedin.com/in/kateleto/" target="_blank" rel="noopener">Kate Leto</a>, product leadership coach, stresses the importance of communicating your limits as a product leader, “create boundaries and feel comfortable and competent doing that. A lot of product leaders feel as though they don’t have the right to say no. It is important to understand where that is coming from.”
In addition, <a href="https://www.linkedin.com/in/davewascha/" target="_blank" rel="noopener">Dave Wascha</a>, former CPTO at Zoopla, and advisor at Kindred Capital VC says it’s important to foster the mindset of an athlete: “As senior product people, we need to approach work the way a professional athlete does. Be  intentional about where and when you deploy effort and where and when you recover mentally, emotionally and physically.”
When going through a challenging time as a product leader, <a href="https://www.linkedin.com/in/navyarehani/" target="_blank" rel="noopener">Navya Rehani Gupta</a>, CPO at Peek, tends to rely on her product network for support and advice. She says: “I have a big network, and I continue to invest in it. By being active in the product community, whether it’s doing podcasts or writing blogs. That’s been the most effective way for me to get to know other thought leaders because I read their content, they read my content, and people are willing to help.”
CPOs can wield a pivotal influence on organisational change and success, if they can get the rest of the organisation onside. The ability to instil a product-led approach and establish strategic goals is paramount for product leaders to thrive within the demanding challenges of leading product in the C-suite.
Planes ran in-depth qualitative interviews with over 50 product decision makers at leading UK businesses, including The Economist, Pizza Hut Digital Ventures and Barclays.
It then ran a survey to refine its findings, with over 500 product leaders at large businesses across Europe and North America. All were businesses that either have over 500 employees or are publicly listed. <a href="https://www.planes.studio/product-leadership-report" target="_blank" rel="noopener">Access the full report here to gather more insights on product leadership and innovation.</a>

core/freeform

A year with ChatGPT and product innovation: Navigating the AI landscape

Mastering perspective – zoom in, zoom out as a product leader by Navya Rehani Gupta

Modern-day leadership by Janice Fraser

Master the art of leading through influence by Shyvee Shi

Is your innovation project on track? by Tendayi Viki

Finding your frosting as a product leader by Jeff Birkeland

Learnings from London: The secret sauce to hiring great product people by Kate Leto

Loneliness in the C-Suite: A closer look at the CPO landscape

Louron Pratt

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