How can you establish trust, credibility, and influence as a product leader?

I love solving problems irrespective of the domains. This also means, I have to quickly learn the domain, challenges and understand it well enough to ask right questions and solve them. It is imperative that PMs should know the domain when solving problems and without which you will not be a trusted partner for engineering team and customers. It is important for the customers to trust you as a PM with domain experience to share their problems and pain points. One of the early lessons for me is to participate in "day in life" meetings with your prospects and customers to observe and learn. Now there are plenty of learning sources like LinkedIn, Youtube, conferences and peers who you can rely on. Domain expertise is surely a MUST have.

I agree, Domain knowledge is important and it will help you to craft a solution by considering all the aspects. But sometimes thinking about other domains will give you out of the box & creative ideas which you can implement in your domain products as well.

Empathizing is such a skill which is not mandatory but good to have. Because of this skill, a PM can connect to users or clients on a deeper level. Eventually people like to talk to someone who can hear and understand them and their problems or requirements in this case. So when a PM goes with full ears to users/clients and talk to them about their problems and why they need a solution, what they expect a PM to do in it, etc., the conversation goes to a deeper and sometimes emotional. Hence, the PM gains more trust and rapport, which eventually helps during the product development and decision makings.

As an engineer turned product leader, I've grasped that collaborating with engineers entails casting a vision, presenting a business case, and inspiring innovation. One pivotal lesson I've learned is not to prescribe solutions to the engineering team, but rather to furnish them with a vision and encourage diverse solutions. In a previous startup, we pioneered a SaaS environment featuring distinct testing, development, and production domains for each customer—a cutting-edge concept a decade ago despite the costs. Engaging with the engineering team, I elucidated the cost dynamics and the impending unsustainability. The team responded with a plethora of solutions, ultimately saving a remarkable 60% of the total expenses.

Collaboration will enhance the transparency for working towards a common goal. Maintain an open culture, so that everyone will feel included and share their perspectives, ideas openly. It will simplify things for everyone.

As a product leader, embracing adaptability and continuous learning is crucial. Stay open to change and be willing to experiment and pivot based on data and outcomes. ?? Solicit feedback from your team, stakeholders, and customers to gain insights and identify areas for improvement. Learn from both successes and failures, and share these learnings to foster a culture of growth and resilience. ?? Demonstrating a growth mindset and resilience in the face of challenges will build your credibility and influence, showing that you are committed to evolving and achieving the best outcomes for your product. ??

In my past role as a product lead, I initiated "Walk the Talk" sessions. These were casual walks around the office block, brainstorming or just discussing life. It showcased that I wasn’t just a boss on paper but a human who cared. This made me more approachable and trust was nurtured. Moreover, I also created "Fail Fridays". It was a monthly meet where we openly discussed our missteps, demonstrating that errors are stepping stones to learning and innovation. I too shared my blunders, fostering a culture of transparency, learning, and resilience.

Build Relationships: Building strong relationships with your team, stakeholders, and customers is crucial. This involves listening to their needs and concerns, providing support, and showing appreciation for their contributions.