
Strong Product People

top-five leadership skills most important for success are: inspires and motivates others, displays high integrity and honesty, solves problems and analyzes issues, drives for results, and communicates powerfully and prolifically.20 How
Martin Eriksson • Strong Product People
In summary, be human, have strong opinions but be adaptable, lead by example, maintain and model a healthy attitude toward work, and have an impact across your organization.
Martin Eriksson • Strong Product People
Dos… Light up their brains. Use words that provoke emotions Use words that trigger their senses, including smell, touch, vision, sound, and even taste Make them laugh Make the story you’re sharing relevant, important, and true.184 Show your curiosity and passion and be vulnerable while telling your story.
Martin Eriksson • Strong Product People
Step 4: Focus on one action and ask if you can help. Now that your PM has her coaching topics to explore, it’s time to pick one and then focus on action and commitment.
Martin Eriksson • Strong Product People
When you tell your coachee what to do and solve the problem for him, he won’t develop as an employee. When you challenge your coachee’s thinking by asking the right questions, you build long-term development.
Martin Eriksson • Strong Product People
Make a point of looking for signs of burnout in the people who work for you and then taking action to help diffuse it.
Martin Eriksson • Strong Product People
There are eight buckets in the PMwheel: Understand the problem. Are your PMs aware of the underlying problems the users are facing? Do they understand the motives, issues, and beliefs of the target audience? And
Martin Eriksson • Strong Product People
Writing hypothesis statements Now is the time to write some proper hypothesis statements. This will help your PMs and their teams agree on how to measure impact, when to stop research, and when to make a decision and go to the next step. In the same way that there are three kinds of assumptions (problem, solution, and implementation), there are als
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In other words, the best leaders don’t push their people to do things—they provide the conditions that draw employees into the work they are responsible for of their own accord, fully engaged and inspired to give the very best of themselves every day.