Recently, I participated in an all-hands meeting alongside our CEO and the C-level team. The core objective was to evaluate the roadmap and the features we’re gearing up to develop, and to address communication challenges with key groups — primarily concerning the OPS team and their requests. Essentially, it was a session of evaluation.
There can be moments where a lack of complete information triggers frustration, or where other teams don’t fully grasp the workings of product management and push for immediate bug fixes. In these situations there are two key reminders I hold close to heart, a practice I’ve maintained since my marketing days.
1. Be Prepared.
Preparation is key, even in the absence of a meeting agenda. It’s essential to inquire about the purpose of the meeting. As Head of Product or a senior PM, you’re essentially the keyholder, unlocking the complex aspects of each project within the company, especially the tech-oriented ones. Keep your roadmap updated, stay informed about the progress of each project, and document the barriers restricting delivery.
2. Be the Problem Solver in the Room.
With the relevant information at your fingertips, maintain a calm demeanor and embody the role of the problem solver in the room. Often, the Finance, OPS, and Marketing teams may not have a strong inclination towards deliverability — that falls on your shoulders. While they’ll benefit from it too (perhaps some products were initiated at their request), you steer the delivery forward. Without effective delivery, our objectives remain unmet. And meetings without a decisive action plan are pointless. Lead the way in crafting a viable one.