Strong Product People

Step 1: Gain clarity. The number one thing coaches do is help the people they coach—their coachees—gain clarity.

1. Create it. Creating your narrative—including parts for product vision, strategy, goals, and principles—requires looking to see what is going on around you: the current situation, the diagnosis, and the reality (what is). This includes: Customers, noncustomers (a.k.a. humans), behavior changes; Market, industry, competition; Trends, macrotrends; and

My manager provides the autonomy I need to do my job (i.e., does not “micromanage” by getting involved in details that should be handled at other levels). My manager consistently shows consideration for me as a person. My manager keeps the team focused on priorities, even when it’s difficult (e.g., declining or deprioritizing other projects). My ma

3. Add company values and other company-wide factors. These

The matrix has four quadrants: Upper left: Important and urgent—do it now! Upper right: Important, but not as urgent—get it on your schedule to do later. Lower left: Urgent, but not as important—delegate the task. Lower right: Not urgent and not important—just don’t do it!

Avoid using buzzwords, tool names, and abbreviations.

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.

Figure 15-2: The HEART framework

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.