Product Management is challenging, as all your business relationships are indirect influence. This 45-minute presentation gives an overview of techniques taught in 280 Group training classes for effectiveness, influence and leadership development.

1. © 2011-2015 280 Group LLC.
Earning Influence & Authority To Be A
More Effective Product Manager
Pro-duct Man-a-ger
noun
• Someone with all of the responsibility and little or no
authority
• A person who loves bringing great products to life
• The one person who has the ability to dramatically
affect a product’s success or failure.
Charles Myers
Product Camp Boston 2015
May 2, 2015

2. © 2011-2015 280 Group LLC. 2
Chuck Myers
• Senior Consultant and Trainer, 280 Group
• Software developer and engineering manager
• Thirty five years Director & VP level Engineering,
Product Management, Business Development, Technical Marketing
– Desktop Software - Frame Technology FrameMaker, Adobe Acrobat, eBook Reader
– Server Software (J2EE, SaaS) - Adobe Reader Extensions Server, Datalogics WebAPI, Adobe LiveCycle
– Ecosystem Development - Partner and sales enablement, Training creation, delivery and certification
• Domain expertise beyond product management
– Publishing, Document formats (XML, PDF), Metadata, Accessibility
– Standards Process
– Root Cause Analysis, Process Improvement - Six Sigma/DMAIC
– Agile process, Software Quality
• Electrical Engineer, Purdue https://www.linkedin.com/in/cmyers4

3. © 2011-2015 280 Group LLC. 3
Mission
We help individuals and companies
do GREAT Product Management
using our Optimal Product
Process™ framework.
Consulting – Contractors –Training –Templates – Books – Coaching – Certifications
3

4. © 2011-2015 280 Group LLC. 4
Download: http://go.280group.com/pcamp-ppm
Take Our Survey: http://go.280group.com/pcamp-survey
(Challenges In Product Management)

5. © 2011-2015 280 Group LLC. 5
280 Group Optimal Product Process™
Introduction

6. © 2011-2015 280 Group LLC. 6
Source: CBS News2013poll of corporate executives
• CEO
• Senior Executives
• General Manager
• Product Manager
Fourth MOST Important in Corporate America
Introduction

7. © 2011-2015 280 Group LLC. 7
Growth Sequence
• Your passion and drive
• Determining direction
• Business and strategy
• Influencing towards a goal
Leading
others
• Understanding others
• Developing systems
• Holding others accountable
• Influencing to accomplish tasks
Managing
others
• Productivity
• Skills
• Attitude
• Accountable
Self
Management
Introduction
ProductManagerGrowthpath

8. © 2011-2015 280 Group LLC. 8
Full Product Manager Skill Set
Introduction
Personal Brand
Communication
Challenging
Situations
Influence Leadership
Achieving
Results
Product Management and Marketing Skills

9. © 2011-2015 280 Group LLC. 9
PM
Sales
Customers
Support
Channel
Operations
ExecutivesPartners
Finance
Engineering
Marketing
Press/Analysts
• Central point of
communication
• Whole product
• Define Product Strategy
• Define Go-To-Market
Strategy
• Gather requirements
(VOC)
• Guide engineering
• Guide Sales and Marketing
Unique Position or PM and PMM
Achieving Results

10. © 2011-2015 280 Group LLC. 10
PMs and PMMs have no authority – only influence
• Process Model requires agreement on
content of deliverables
• Deliverables drive decision-making and
marketplace success
• Process Model and DACI does not
define how to get agreement
• PMs and PMMs must achieve
agreement with Key Stakeholders
– Engineering
– Manufacturing
– Finance
– Sales
– Corporate Marketing
– Executive Staff
Working Across the Organization
Achieving Results
How do you get to an agreement – with no implicit authority?

11. © 2011-2015 280 Group LLC. 11
Product Janitor
Achieving Results

12. © 2011-2015 280 Group LLC. 12
• PMs ask for change to move product forward
– Change generates stress
• One individual PM vs. larger organizations
• Lots of Stakeholders involved
– They all need to be convinced
Why Do PMs Face Challenging Situations?
Challenging Situations

13. © 2011-2015 280 Group LLC. 13
Communication with Stakeholders
Foundation Skills

14. © 2011-2015 280 Group LLC. 14
Find all the
Stakeholders
Clarify the
vision
Build
ownership
Build
alignment
Maintain
motivation
Build Collaborative Relationships
Influence
Stakeholder Product Manager

15. © 2011-2015 280 Group LLC. 15
Tell People What You Do – and Don’t Do
Foundation Skills

16. © 2011-2015 280 Group LLC. 16
DACI: Example
Decision
Executive
Management
Product
Management
Product
Marketing
Corporate
Marketing
Public
Relations
Sales
Development
Product pricing A D C C I C I
Product Launch Schedule C C C C I A D
Marketing Budget A C D C I I I
Market Needs A D C I I C I
Product features C C I I I A D
Business Model A D C I I C I
Marketing mix C C D A I C I
Competitive Positioning A D C I I C I
Localization Strategy C D C C C A I
PR strategy A I C C D C I
Advertising Strategy A I C D I C I
Customer Training Strategy I D I I I A I
Achieving Results
Key: D = Driver A = Approver C = Contributor I = Informed

17. © 2011-2015 280 Group LLC. 17
Speaking & Writing
Foundation Skills
Great
presentations
Get to the Point
• Briefly summarize the situation
• State a few selected facts
• State what you need, want or demand
OR
• Tell a story

18. © 2011-2015 280 Group LLC. 18
• Be …
– Predictable (responsive)
– Concise, Succinct – mobile devices – tl;dr
– Positive
• Monitor Tone – Don’t Use …
– Actually
• Actually, you can do this under “Settings.”
• Sure thing, you can do this under “Settings!”
– But
• I really appreciate you writing in, but unfortunately we don’t have this feature
available.
• I really appreciate you writing in! Unfortunately, we don’t have this feature
available.
Email is Writing as Well

19. © 2011-2015 280 Group LLC. 19
Source: http://blogs.hbr.org/2013/06/the-1-minute-trick-to-negotiat/
• Focus on what you want
• Ignore fear of loss
• This is very successful in
negotiations
Starting a Discussion Successfully
Negotiation
Promotion
(more successful)
Prevention
(less
successful)
Think of something you fear and then create a positive vision.

20. © 2011-2015 280 Group LLC. 20
Understanding People
Influence

21. © 2011-2015 280 Group LLC. 21
Human Motivation: Maslow’s Hierarchy of Needs
Influence
Source: http://www.teach-nology.com/tutorials/teaching/whatareneeds.html
Self-fulfillment needs
Psychological needs
Basic needs

22. © 2011-2015 280 Group LLC. 22
Social Style
(Wilson Learning)
Source: Wilson Learning
Influence
EmotesControlsemotions
 Asks Tells 
Analytical Driver
Amiable Expressive
Critical
Indecisive
Stuffy
Picky
Moralistic
Conforming
Unsure
Pliable
Dependent
Awkward
Pushy
Severe
Tough
Dominating
Harsh
Manipulative
Excitable
Undisciplined
Reacting
Egotistical
StrongWilled
Independent
Practical
Decisive
Efficient
Ambitious
Stimulating
Enthusiastic
Dramatic
Friendly
Industrious
Persistent
Serious
Exacting
Orderly
Supportive
Respectful
Willing
Dependable
Agreeable

23. © 2011-2015 280 Group LLC. 23
Others’ needs
Social styles
Organizational structure
Business metrics
Personal background
Company vision, values culture and processes
Understanding Others
Influence
Do they believe that you understand and acknowledge them?

24. © 2011-2015 280 Group LLC. 24
Influence
Influence
Personal Brand
Communication
Challenging
Situations Influence Leadership
Achieving
Results
• Behavior, needs & styles
• Negotiation

25. © 2011-2015 280 Group LLC. 25
Shortcuts to understand what is important
• Reciprocity: I give you something, you feel an obligation to
give back.
• Commitment/consistency: Once I state that I have a certain
position, to be respected, I want to remain consistent to
that position
• Social Proof: If X does it, then you should too
• Authority: A person in a position of authority is more likely
to have their ‘orders’ followed
• Liking: If I like you, I will be more likely to agree with you
• Scarcity: If a resource is available for a short time, I’m likely
to sign up so that I don’t lose out.
Understanding Influence*
Source: RobertCialdini “Influence:thePsychology of Persuasion” 1984
Influence
* Highly recommended reading-YouTube Summary

26. © 2011-2015 280 Group LLC. 26
RobertCialdini “Influence:thePsychology of Persuasion” 1984
• Reciprocity: I give you something, you feel an obligation to
give back.
– What information can you give to the people you are trying to
influence so that they are more likely to work positively with you?
• Social Proof: If X does it, then you should too
– Market research is useful for providing Social Proof
• Authority: A person in a position of authority is more likely
to have their ‘orders’ followed
– If you are authoritative (not authoritarian), then you will be more
easily believed
• Liking: If I like you, I will be more likely to agree with you
– Use mirroring and work on being authentically likable. There are
benefits.
Influence for Product Managers
Influence

27. © 2011-2015 280 Group LLC. 27
• What are you going to give them?
– Knowledge and information?
– Time?
– Concern?
• Why making sure the other party gives you
something (time, information, move chairs, hands
you coffee) is also important.
– Their ‘gift’ means that you are worthy of their
consideration.
Reciprocity to build community
Negotiation

28. © 2011-2015 280 Group LLC. 28
• Market Research supplies social proof
• Precedence
– “We always do it this way”
• Printed information creates stronger compliance
• Documented product management process
• Templates
Social Proof to Reinforce Influence
Negotiation
How do you counteract Social Proof used by other party?

29. © 2011-2015 280 Group LLC. 29
• Be the expert: perceived or believed
– Technical knowledge, specialized skill, experience
– Market and customer knowledge
– Gently establish credentials and background early
– If you are NOT the expert on a topic, ask questions
• Look the part
• Speak and act the part
Authority
Negotiation

30. © 2011-2015 280 Group LLC. 30
• Celebrate the wins
• Let them take the credit
– Ideas
– Success
• Leaders take the blame
Give Credit to Others
Foundation Skills
Safe
Space
Are you creating or destroying their ‘safe space?’

31. © 2011-2015 280 Group LLC. 31
Mirror them to establish affinity
• People like those who are similar to
themselves
• Clothing, stance, speed of talking,
language
• Avoid topics which demonstrate that
this isn’t true
• Be friendly: voice and manner
• Language
– Reuse the other party’s terms unless
they are prejudicial to your cause
• e.g., “Obamacare”
• Reinforce that you believe that
they are honest and reliable
Specifics of “Liking” to Gain Influence
Negotiation

32. © 2011-2015 280 Group LLC. 32
Other ways to build rapport
Foundation Skills

33. © 2011-2015 280 Group LLC. 33
Leadership
Leadership
Personal Brand
Communication
Challenging
Situations Influence Leadership Achieving
Results
• Qualities, Styles,Values
• Growth path

34. © 2011-2015 280 Group LLC. 34
Leadership Grid
TheBlake and Mouton Managerial Grid, also known as the LeadershipGrid (1985)
Leadership Defined
• Authoritarian
• strong on tasks, weak on people
skills
• Country Club
• strong on people skills, weak on
tasks
• Impoverished
• weak on tasks, weak on people
skills
• Team Leader
• strong on tasks, strong on people
skills
ConcernforPeople
Concern for Results
Country Club Team Leader
Impoverished Authoritarian
High
9
8
7
6
5
4
3
2
1
Low
Low 1 2 3 4 5 6 7 8 9 High
1,9 9,9
9,11,1
5,5
Middle of the Road
Where are you now?

35. © 2011-2015 280 Group LLC. 35
Leadership Impact
TheBlake and Mouton Managerial Grid, also known as the LeadershipGrid (1985)
Outcome Creation from Self
ConcernforPeople
Concern for Results
People Like
You
People Trust
You
People Don’t
NoticeYou
People Fear
You
High
9
8
7
6
5
4
3
2
1
Low
Low 1 2 3 4 5 6 7 8 9 High
1,9 9,9
9,11,1

36. © 2011-2015 280 Group LLC. 36
Playing to Win vs. Playing Not to Lose
Playing to Win
Start Obstacle
Discomfort!
Resolve Discomfort
Playing Not
to Lose
(comfort
zone) Accept Discomfort
Playing toWIN
(discomfort
zone)
Desired
Outcome

37. © 2011-2015 280 Group LLC. 37
• Discomfort = Saboteur voice
• Resolving discomfort = Product Janitor
Playing Not to Lose
Playing to Win
Time
Results
SaboteurVoice
Comfort
zone
“Don’t do it.You will
fail.”
“You’re not good/ smart/
talented enough.”

38. © 2011-2015 280 Group LLC. 38
Willingness to accept discomfort = Mastering the “Discomfort Zone”
Playing to Win
Playing to Win
Time
Results
Saboteur voice
Discomfort zone

39. © 2011-2015 280 Group LLC. 39
• Stay
Accept the discomfort zone rather than running away
–The “Enough” Mandate
–Accept Imperfection
–Cultivate Connections
• Play
•Engage the situation, trust yourself, and do what you’re
afraid to do
Stay and Play to Win
“Stay andPlay”

40. © 2011-2015 280 Group LLC. 40
Growth Sequence
• Your passion and drive
• Determining direction
• Business and strategy
• Influencing towards a goal
Leading
others
• Understanding others
• Developing systems
• Holding others accountable
• Influencing to accomplish tasks
Managing
others
• Productivity
• Skills
• Attitude
• Accountable
Self
Management
Introduction
ProductManagerGrowthpath

41. © 2011-2015 280 Group LLC. 41
PM Growth Path
Next Steps
• Supporting your career
• Plan your next step

42. © 2011-2015 280 Group LLC. 42
• The Optimal Product Process eBook
– go.280group.com/pcamp-opp
• The Phenomenal Product Manager eBook
– go.280group.com/pcamp-ppm
• Challenges In Product Management Survey
– go.280group.com/pcamp-survey
– https://www.linkedin.com/in/cmyers4
Thank You – Free Downloads and Survey

43. © 2011-2015 280 Group LLC. 43
• CBS News Ten Most Valuable Corporate Jobs
– https://280group.com/product-management-blog/product-
management-rated-4-most-important-corporate-job/
– http://www.cbsnews.com/news/10-most-valuable-corporate-
jobs/
• The Science of Persuasion (YouTube)
– https://www.youtube.com/watch?v=cFdCzN7RYbw
• Angelina Jolie on The Daily Show on leaders
overcoming obstacles and fear (2:40-4:00)
– http://thedailyshow.cc.com/videos/q770zo/angelina-jolie
Referenced Content