3 Steps to Boost Your Career in 'Do More With Less' Times

Tiny shifts = big gains for product people to overcome challenges and propel growth

With the release of Marty Cagan’s new book Transformed , empowerment is again top of mind for all. Reviews aside, word on the PM street is the book reflects an ideal picture that most organizations will not - and do not want to - achieve. Why? In today’s rocky state, doing more with less and pushing people until they give you 60-80% instead of 110% (yes, I realize the irony) is the norm.

While I value the principles highlighted in the book, particularly Teresa Torres' method of continuous discovery, the reality from product folks paints a stark contrast. Leaders are strapped for time, opting to stretch their teams to the brink instead of considering operational change. This relentless drive is leading more individuals to shield their well-being by dialing back their efforts. Increasingly, the sentiment is clear: in an environment where people feel undervalued, contributing just 60 to 80% seems not only fair but necessary.

Change is never easy. If it was, the word ‘transformation’ would not send shivers down our spines. Instead, throughout my newsletters, I recommend ways that you - as a product manager or product leader - can have direct impact. I believe that taking the first step is often the hardest in any activity. By helping you to get started, subsequent forward motion and change are more likely. With repetition and time progress becomes a tiny habit which picks up steam across the organization.

I bring this up given a reference Brene Brown and Amy Webb made to Harvard leadership and innovation expert, Linda Hill — the “biggest challenge to digital transformation is not technology, it's people.” If you’re facing a situation where leaders at the top of the food chain only give little nibbles of empowerment opportunities due to a lack of time, trust, funds or other circumstances… don’t give up.

Acknowledge you are not alone. Over 40% of worker say they are burned out. (CNBC ). In fact, the situation has gotten to a point that mental health is a key differentiator for candidates when evaluating employers, especially for Gen Z - the latest demographics to enter the workforce in large numbers. And, only 20% people are passionate about their jobs (Zappia ). Imagine what amazing things could happen if companies provide opportunities for employees to learn new skills, develop their careers and move beyond simply being satisfied because they are earning a paycheck. That’s the topic we’re exploring today.

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Three steps to unlock team potential

As I shared earlier, the traditional career ladder is making way for a lattice or portfolio approach to advancement. Having opportunities is excellent, yet scrambling and traversing up the org chart to reach them can be daunting. That’s why these stats stood out to me:

Workers are more than twice as likely to feel like they do not have the ability to advance in their career at their current job when their company does not currently provide a mentorship program (49% vs. 18%), skills development opportunities (55% vs. 23%), internal mobility (55% vs. 19%) or career path guidelines (53% vs. 19%)—so those specific offerings are the best place leaders can start to combat talent stagnation.” (link )

It’s true that given today’s environment, employees are likely not to leave… but trust me, they’re looking. When an opportunity arises that respects them as people with needs (financial, mental, family, etc.), they’ll leave. Has your company seen people depart for organizations in a similar space? Transferable sector knowledge is likely a factor, yet there is stress in the uncertainty of starting again. As a leader of a team or indirectly of cross functional colleagues, consider how you can help promote and retain those around you. If they leave, their work could fall on you or you could be tapped to onboard their replacement in addition to your other day-to-day tasks.

During your next 1:1, consider the following techniques to identify learning and growth opportunities for others.

They’ll appreciate the consideration, skill development, and increased visibility plus you’ll gain experience in positive motivation.

1. Are there knowledge gaps in growth strategies or objectives?
2. Are there alternative approaches worth exploring?
3. Are there near term wins to rally around?

You might be wondering, if I pursue these three steps, won’t I just be creating more work for myself and my team which will lead to greater dissatisfaction? If you just say “do this”, then yes. The above options are not being placed for your own ego gratification.? You’re discussing them with your colleagues to build the most thoughtful, impactful product and career development opportunities in a way that encourage everyone’s success, not just short-term politics.

If you believe the reception is likely to fall flat, put on your sorting hat. Reach out to a peer or leader you admire to talk through your perspective. Do a role play and see if there are opportunities for improving your delivery. Consider a few different approaches and agree on the one you believe will resonate best with your colleagues.

Charisma is about being interested, not interesting.

I’ve been in situations where a colleague thought they were being encouraging and creating a collaborative space for a group to learn and brainstorm. In reality, their manner was dictatorial and left no room for other viewpoints. They only wanted people to color in the lines when so many beautiful options could be explored if they listened - truly listened - to their colleagues and creativity was encouraged.

As noted above, providing opportunities for your counterparts to learn and grow benefits them, you, the team, business, and of course your customers. If you do not have others to pretest your approach, consider how you listen. When you listen - actually listen - you will start to discern what is important to people and be better informed how you can help them grow.

A charismatic person makes you feel like you are the only person in the room. They are present and engaged. They hear you. (link )

Active listening can be the difference between success and failure in multiple parts of life. If you’re at an organization where there's a tendency for the 'loudest voice to dominate' or for people to believe they must hog all the airspace to be noticed and promoted, it’s likely listening is a skill few spend time cultivating.

Start to change the dynamic by trying the following. It’s likely your colleagues will start to see you in a new, very respectful light - one that helps them grow and you too given the positive feedback.

1. Show respect // Value insights from all team members, regardless of level. By encouraging team members to express and refine their ideas rather than quickly offering solutions, you can uncover innovative solutions. For example careful questioning can help a developer brainstorm an approach that addresses customer feedback. Active listening and questioning empowers team members to collaboratively identify and solve challenges, driving better product outcomes. [Want to learn how to coach your team? Find out more here .]
2. Keep quiet // There is an 80/20 rule for listening too. Try to listen 80% of the time and speak 20%. When speaking, focus on asking questions rather than forcing your views. This approach helps to avoid common listening pitfalls, for example only “listening” to get ready to respond instead of genuinely engaging with what is being said. Use the 80/20 listening rule to allow space for ideas and growth.
3. Maintain an open mind // If you go in with a fixed mindset, you will only hear views that support your own. Instead apply a growth mindset and seek new information which challenges your assumptions. Being open to changing your perspective encourages open discussions, a more dynamic environment, and promotes more informed decision-making.

Next time you go into a meeting, even with the best intentions of helping to develop others, pay attention to where you fall on the spectrum.

• What type of listening do you typically find yourself in? Are you listening to speak or to learn?
• How can you unlock new depth by creating a space where all voices can be heard?
• Where might a new approach to listening benefit others, especially in your most important conversations? It could be inside and outside of work.

How you listen will dramatically change your interaction with the world.

Fact and tact to give feedback

After applying the approaches outlined in this newsletter, take time to reflect. Have your efforts to provide growth and career development for others been successful? Celebrate the wins, even the small ones. It’s likely there are areas for improvement too as we’re all human and a work in progress.

If you’re finding one or two colleagues are not being receptive, focus in on your approach. For example if you say “is there anyone who disagrees?”, it’s likely folks perceive your language as controlling or intimidating. Ensure your delivery is coming across as encouraging, not putting them down.

Maybe they’re feeling overwhelmed and experiencing the Zeigarnik Effect.

Zeigarnik found that our brains are wired to remember unfinished tasks better than completed ones. Like a to-do list, once we finish a task, our brain checks it off to free up mental bandwidth. (link )

By better bridging your team and through listening, you can narrow your delivery to the top one to three highest-priority items which create growth for colleagues and yourself. This approach will make it easier for people to remember, be present, and contribute - leading to greater learning and opportunities for development.

It's crucial to remember that motivations can differ from person to person, with certain approaches resonating with some and not others based on unique needs and circumstances. That’s ok and to be expected. Respect those variances as you have them too! And, always remember, sometimes we just need to rest, reflect, and try again tomorrow.