Why not How

?? Welcome to the Friday Fundamentals Newsletter... a Guide for Product Leaders to Master the Fundamentals of Strategy and Innovation to Drive Change and Growth!

This week, we discuss the importance of Product Managers clearly communicating the "why" but not the "how" of a product solution.

Many years ago, I had a very talented new Product Manager on my team who came to product management through his engineering career path. He quickly picked up how to tell great stories, he understood the consumer, market, and competitors. He learned quickly how to write a P&L and CAPEX justification. Technically, he was a brilliant engineer who knew the ins and outs of how the products in his category worked.

One day, during an early cross-functional team meeting with the product development team, he was explaining how he thought the product should be designed and manufactured. Now, this is normally not an issue as it's another voice in the room, another point of view to help make the product better. However, that day, he went from voicing his opinion to overruling the other engineers and designers to direct how it should be developed. He was relying on his own narrow scope of past technical knowledge and not allowing the PD team to shine and do what they are there for...to develop the product!

I let the conversation go for a while until it was clear that he was digging in his heals and not winning the hearts of minds of the PD team. We paused the discussion and scheduled a follow-up the next day where I asked the PD team to provide a few additional options they believe would be a better approach. I then had a private conversation with this new PM about the importance of not becoming the product designer, as his role was to provide the background and tell the "why" but let the PD present the "how". That's their expertise. He was actually a bit surprised that he defaulted so quickly to his engineering past and committed to objectively listening to the PD team's proposal the following day.

Fast forward to the following day, and to no one's surprise, the PD team came to the table with a couple of clever new ways of designing this particularly technical product. They clearly (and objectively) presented their viewpoint and it became obvious to everyone that one of their ideas was the clear (and objective) winner.

This story highlights:

??It can be particularly difficult for PMs with a technical background to default to that comfort zone and inadvertently play the role of developer too. Something to be aware of if you are a product manager with a technical background or if you lead a PM team with technical PMs.

??Although it's encouraged to get all ideas on the table, ultimately, it's the role and responsibility of the product development team to create the approach on how the product solution will be designed and manufactured. Let them shine! It's why they are there!

??During a project, there will be various owners of different parts of a program. It usually starts (and is owned) by a Product Manager, then possibly a Product Developer, Marketer, Sales, etc.. Everyone has their role as a champion of their part throughout the project with the PM acting as a shepherd, ensuring the intent, financials, etc. are kept as the project progresses.

Thanks for your time. Until next week!

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