What do you do if your executives in Product Management lack key qualities?

Key: Be an example, offer data-backed feedback, seek mentorship if needed Lead by example: Show what good looks like through your own work. Focus on influence: Build relationships, persuade with results. Frame issues using data: Quantify the impact of the lacking qualities. Provide respectful feedback: Focus on how improvements benefit the product. Seek guidance: Find a mentor (inside or outside the company) for support. Assess your options: If things don't change, consider transferring or a new job. Remember: You can't control your executives, but you can control your actions and development!

Product Executive, are not always coming from operational product management. Remember that product management, is a 365° job, so they might know a lot on a specific scope. The better thing to do is to review their past experience to asses where exactly lay their top skills. Acknowledge their expertise asking for advices on this specific topic. But stand your ground on your own field of expertise. Stay calm, explain why you disagree and how you could give your vision a try while keeping the risk low. Once you can demonstrate that you have your own expertise, you can work together as complementary people. Regardless the hierarchy.

- I start by carefully evaluating the areas where our executives may be lacking. - This allows me to understand the exact nature of the gaps and how they might be affecting our team's performance and product outcomes.

This is of course a difficult situation. Here the relevant Coaching skills, Leadership skills and people skills will help you navigate the situation. 1: Coach the leaders in the right tone, words, attitude, format with data and examples. 2: Connect and empathize with management, apply your leadership skills. 3: Apply people skills to create healthy and positive environment. Approach to solve the gaps with Org. goals, Product goals, and End user in mind.

If executives in Product Management lack key qualities, it's essential to address the issue constructively. I would initiate open and honest discussions to identify specific areas for improvement and provide support, mentorship, or training as needed. Additionally, I might seek opportunities for leadership development or bring in external expertise to supplement the team's skills. Ultimately, fostering a culture of continuous learning and improvement is crucial to overcome any shortcomings and drive success in Product Management.

By opening the conversation, we get a sense of how the other person sees themselves. What is their personal narrative? This is helpful in understanding what frame will be most helpful to fit our feedback into later down the line. Together, we can help to build on an existing narrative, rather than introduce a new one from left field: this is more likely to sink in.

Make sure that their gaps are your strengths. Work on these areas. Become an invaluable team member and critical to the success of projects by delivering in the areas where others struggle. You develop, the team delivers, you'll get recognition, everyone wins.

- I believe in fostering an environment of open communication. So, I initiate conversations with the teams, encouraging them to share their perspectives on the identified gaps and jointly brainstorm potential solutions.

Encourage open and honest communication with the executives to discuss the importance of these qualities, their impact on product success, and potential solutions for improvement. This fosters a collaborative environment where issues can be addressed constructively.

I would say it's better making them acknowledge your own expertise and turn to you when they feel they could benefit from your knowledge. When you see they have to address a subject that you know they are not good at : offer your help during an off or private discussion. When you are sure they have identified you as competent on the subject. You might try to suggest some reading.

Offer resources such as training programs, workshops, or mentorship opportunities to help the executives develop the desired qualities. This demonstrates support and investment in their growth, encouraging them to actively engage in self-improvement and skill enhancement.

Setting clear and achievable goals is essential for progress. I collaborate with the executives to define measurable objectives and establish a roadmap for improving the identified qualities over time.

Establish clear and achievable goals for the executives, outlining the specific qualities or skills that need improvement. By setting concrete objectives, you provide a roadmap for development and ensure alignment with organizational priorities.

Regularly assess the executives' development progress against the established goals. Offer constructive feedback and support to address any challenges or gaps in their skills or qualities. Monitoring progress allows for timely adjustments and ensures continuous improvement in Product Management leadership.

There is no one way to handle this problem. It will depend on the executive's level of self-awareness, openness to feedback, respect for their PMs and more. Remember that people are whole human beings with vastly differing personal goals and approaches. It's always helpful to learn people's motivations in order to better approach conversations. Remember, no-one has every single skill. Search for the skills they do have, and figure out how their existing skillset is of most value. Reframe their role in light of this more positive picture of them.

Flexibility is key in navigating challenges. If certain strategies aren't yielding the desired results, I'm willing to adapt and try new approaches until we find what works best for the executives and the team.

Evaluate the effectiveness of the current strategy and consider adjustments based on the identified gaps or shortcomings in executive leadership qualities. Adapt the strategy to better align with the organization's goals and promote the development of key leadership qualities within the Product Management team.

?? Initially, I assess the situation to identify specific areas of improvement and determine the impact on projects and team morale. ?? Then, I strive to foster open communication channels to diplomatically address concerns and provide constructive feedback. ?? Utilizing my design expertise, I may offer practical solutions or suggestions to help enhance their leadership skills and decision-making abilities. ??? Additionally, I advocate for professional development opportunities tailored to address gaps in knowledge or competencies, such as workshops or mentoring programs, to support their growth and overall effectiveness within the organization.

What is the definition of key qualities? Based on perception, numbers, or other? It is important to understand the concept the information and what supports such affirmation. But now let's assume that under certain criteria, it is true there is a lack of key qualities in the pm executives.There are at least three reasons behinds: pm personal problems affecting performance, lack of tools and support to do the job, skill set gaps. Understanding the why, will help in determining the action plan to improve sustainably. After all, the company hired them for a reason.