Recently, I participated in an all hands meeting alongside our CEO and the C-level team. The core objective of this meeting was to evaluate the roadmap and the features we are 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.
While there could be moments where the lack of complete information triggers frustrations, or perhaps when other teams may not fully grasp the workings of product management, urging for immediate bug fixes, there are two key reminders I hold close to heart in these stressful situations, a practice I've maintained since my marketing days.
- Be Prepared:
- Be the Problem Solver in the Room:
Preparation is key, even in the absence of a meeting agenda. It’s essential to inquire about the purpose of the meeting. Being the Head of Product or a senior PM, you are 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.
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 exhibit a strong inclination towards deliverability—it falls upon your shoulders. While they too will benefit from it, perhaps some products were initiated at their request, you steer the delivery forward. Without effective delivery, our objectives remain unmet. Moreover, meetings without a decisive action plan are pointless. Lead the way in crafting a viable action plan.