{"id":9004111223065317,"date":"2016-05-26T17:34:54","date_gmt":"2016-05-26T17:34:54","guid":{"rendered":"https:\/\/www.pragmaticinstitute.com\/uncategorized\/a-new-product-vps-90-day-checklist\/"},"modified":"2024-10-03T17:28:17","modified_gmt":"2024-10-03T17:28:17","slug":"a-new-product-vps-90-day-checklist","status":"publish","type":"resources","link":"https:\/\/www.pragmaticinstitute.com\/resources\/articles\/product\/a-new-product-vps-90-day-checklist\/","title":{"rendered":"A New Product VP\u2019s 90-Day Checklist"},"content":{"rendered":"<p>6 minute read time<\/p>\n<p><em>What should a product VP&#8217;s 90-day checklist look like when they start at a new company? A seasoned product expert walks through seven vital tasks to ensure the success of new product VPs. \u00a0<\/em><\/p>\n<p>A VP of product establishes the broader context for building great products and making them successful. They use a combination of processes, trust-building, hiring, mentoring and cross-functional leadership to help their individual product managers succeed. Since I spend most of my time wrangling product issues at the C-level, here are some thoughts on creating conditions that can unleash great product work.<\/p>\n<p>For context, let\u2019s imagine that you\u2019re a newly arrived vice president (or director) of products. You\u2019re taking over a product team of five, matched with a development organization of 50. Product roles are poorly defined, priorities are muddy, overall development productivity is uninspiring and there are plenty of complaints about how product management isn\u2019t doing its job.<\/p>\n<p>As a new VP of product, having a 90-day checklist can make the difference between quickly getting control of the situation or finding yourself bogged down by existing inefficiencies and problems.<\/p>\n<h2>Official Product VP&#8217;s 90-day Checklist<\/h2>\n<p>You\u2019ve just been hired as the new product VP and you need to hit the ground running. The following tactics and strategies are the top items on your 90-day checklist.<\/p>\n<p><strong>1. Create and share a minimalist, current-quarter priority list<\/strong><\/p>\n<p>As quickly as possible, you need a simple, force-ranked answer to \u201cWhat are our top three priorities this quarter?\u201d This should be obvious but rarely is. Even if it\u2019s only partly correct, the list provides a way to push consensus among the executive team\u2014which will be critical to everything that follows. It\u2019s important to get the executive staff\u2019s agreement that this list is \u201cright enough\u201d, and they will back your product priorities.<\/p>\n<p>Share this high-level list with functional partners like development, sales and marketing to uncover any festering disagreements. The list is less than a roadmap, and it doesn\u2019t address feature-level choices, but it helps you sort\u00a0out \u201cyou don\u2019t agree with my priorities\u201d\u00a0from \u201cyou think my team is failing.\u201d<\/p>\n<p><strong>2. Become the heat shield for escalations<\/strong><\/p>\n<p>A seasoned VP won\u2019t be surprised that their team gets five-plus escalations every day from sales, support, customers and prospects. Each of these makes sense in a vacuum, but individual team members are spending a lot of time defending the current plan from trainloads of seemingly good suggestions. As product VP, you know that sales and marketing live in an \u201cand\u201d universe, but development lives in an \u201cexclusive or\u201d universe. You also know that your team of product professionals straddle both worlds.<\/p>\n<p>Since you already have buy-in to your explicit priorities as established in step one, your team can respond more clearly to other requests. And while lots of escalations will ricochet back to you, \u00a0you can stand firm on most of the account-specific requests that consume so much development time. You become the congenial promoter of \u201cexclusive or\u201d thinking at the executive level, freeing up your team to make more nuanced decisions.<\/p>\n<p><strong>3. Create some job boundaries<\/strong><\/p>\n<p>As a <a href=\"https:\/\/www.pragmaticinstitute.com\/resources\/articles\/product\/what-does-the-vp-of-product-really-do\/\" target=\"_blank\" rel=\"noopener\">new VP of product<\/a>, you\u2019re certain to discover that every department feels short-changed for product management attention, and the combined set of demands is impossible to meet.<\/p>\n<p>You\u2019re likely hear requests like the following;<\/p>\n<ul>\n<li>\u201cThe scrum product owner book says that product management must be at every standup and available to development teams 24\/7. Every story needs to be exhaustive, and we need four sprints worth of groomed backlog.\u201d \u2014\u00a0 Development<\/li>\n<li>\u201cProduct management must be on every new customer call and in every technical partnering meeting. Everyone at the company works in sales.\u201d \u2014\u00a0 Sales<\/li>\n<li>\u201cWe need dual-track discovery teams of product + UX + technical architecture in the field at all times.\u201d \u2014\u00a0 Innovation\/ Lean strategy<\/li>\n<li>\u201cYour team has to staff six industry events next quarter, create four segment-specific product pitches and do weekly webinars.\u201d \u2014 Marketing<\/li>\n<li>\u201cIncoming bugs need to be ranked and sized within a week.\u201d\u00a0\u2014\u00a0Support<\/li>\n<\/ul>\n<p>Individual product managers don\u2019t have enough organizational leverage to fight back against this job-scope creep. They also inadvertently raise expectations by temporarily filling gaps, only to inherit those gaps permanently.<\/p>\n<p>As the new VP of product, you need to set general guidelines for your team which makes this less personal. Here is what that might sound like:<\/p>\n<p>\u201cI expect that you\u2019ll each spend 60 percent of your time with development, 30 percent with customers, prospects and market discovery and 10 percent with organizational communications\/planning. Trade shows only if you\u2019re speaking. No unqualified sales calls and only train-the-trainer and technical closer meetings. Let\u2019s talk through where that\u2019s challenging, and what I can take off your collective plates.\u201d<\/p>\n<p><strong>4. Build trust, promote goodwill and sell the value of product management<\/strong><\/p>\n<p>As a new vice president of product, you will probably be frustrated but not surprised that almost no one in the company understands what product management does or how they add value. Combined with the unbounded job expectations from above, your team is often viewed as failing. So, you combat this by starting a slow-but-steady roadshow for your peers and their departments.<\/p>\n<p>You combine this with basic education (\u201cHere\u2019s how my team helps us build the right products and make money\u201d), active listening, (\u201cI\u2019m sure things aren\u2019t perfect. Let\u2019s talk through your issues and pick one to address first\u201d) and endless reiteration of priorities (\u201cHere are our No. 1 and No. 2 deliverables for the quarter. Let me know if there\u2019s anything you would put above No. 1.\u201d)<\/p>\n<p>As you work on this process, you\u2019re building trust, clarifying that your team is neither rejecting enhancement requests out of spite nor willfully avoiding meetings just to sit around. This will help your team reach their goals because as product managers, they have tons of responsibility but no authority. They rely on cross-organizational trust to get anything done.<\/p>\n<p><strong>5. Get product development re-energized<\/strong><\/p>\n<p>You may hear some developer complain about wasted work or erratic priorities. As <a href=\"https:\/\/www.danpink.com\/books\/drive\/\" target=\"_blank\" rel=\"noopener\">Daniel Pink<\/a>, bestselling author of books about business, work, creativity, and behavior, suggests, we get the most out of teams through motivation, not force. Knowing this, you work to get development excited about problems and emotionally connected to users. You\u2019ll help them see that what they work on really matters to paying customers. You\u2019ll do this by organizing product\/vision sessions specifically for development:<\/p>\n<p>\u201cReal users have these problems. Product and development collectively refine problem statements and collectively find solutions. We want the smartest people in the room to figure it out.\u201d<\/p>\n<p>Adding this to your product VP&#8217;s 90-day checklist can go a long way toward improving cooperation and excitement.<\/p>\n<p><strong>6. Update the Hiring and Training\/Mentoring Plan.<\/strong><\/p>\n<p>As the new VP of product, you notice that you have repeatedly inherited untrained, unmentored product teams with the wrong skill sets and in the wrong geographies. You rip up the current hiring plan and job descriptions which emphasize subject-matter expertise over product management experience. You reprioritize actual product experience to the top of the candidate filter and require that all new product hires be co-located with their development teams.<\/p>\n<p>You then start a weekly mentoring\/coaching cycle with your current staff, emphasizing organizational collaboration and strategic market understanding. Not all your team will be well-suited for product management, but you mentor as many as you can. It\u2019s possible that you may also need to help find better-fitting roles in the company for others.<\/p>\n<p><strong>7. Organize market discovery teams for your product<\/strong><\/p>\n<p>After a month or two, morale is up and escalations are down. Your\u00a0product teams are starting to find their groove. Now it\u2019s time to start identifying what the broader market really wants from the product line. You might partner with development to form a part-time market validation team with your best product professional, a UX veteran and a software architect to validate new product concepts with real B2B users. You might push for instrumentation and A\/B testing of consumer SaaS improvements or oversee a few other lean experiments. Executive-level air cover for these teams is critical since it\u2019s easy to value the current quarter deliverables above all else and keep postponing real market learning for just another quarter or two.<\/p>\n<p>&nbsp;<\/p>\n<p>As you read this product VP&#8217;s 90-day checklist you can see just how much there is to do. Remember though, you\u2019ll benefit from playing the long game, finding motivation in small wins and attitude improvements along the road to great products. And revenue. And cross-functional trust.<\/p>\n<p>It\u2019s worth noting that great product professionals can work out some of these issues for themselves (and their teams). But we want them to focus on their specific products and services. It\u2019s very hard to drive organizational change while also building winning products.<\/p>\n<p>Also, some directors and VPs are player-coaches, managing a small part of the product portfolio while overseeing a team. If you have more than three direct reports, though, you should be focused on this kind of organizational enablement and process improvement \u2014 which your staff can\u2019t do for you. Delegate the product-specific work.<\/p>\n<p>Product management leaders must create an environment where their teams can be successful. That includes a lot of organizational design, behavior modification and relentless focus on the few most important projects. If you follow this product management checklist for VPs, however, your first 90 days are sure to be a success.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>What should a product VP\u2019s 90-day checklist look like when they start at a new company? A seasoned product expert walks through seven vital tasks to ensure the success of new product VPs.  <\/p>\n","protected":false},"author":2,"featured_media":9004111224891942,"menu_order":0,"template":"","categories":[9004111222499738,9004111222509561],"tags":[81,68],"content-series":[],"content-format":[9004111223037711],"framework-box":[123,118],"vertical":[131],"ppma_author":[1137],"class_list":["post-9004111223065317","resources","type-resources","status-publish","has-post-thumbnail","hentry","category-leadership","category-product-management","tag-leadership","tag-product-management","content-format-article","framework-box-fw-assess-assessment","framework-box-fw-market","vertical-product","author-rich-mironov"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.2 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>VP of Product: A 90 Day Checklist | Pragmatic Institute<\/title>\n<meta name=\"description\" content=\"What should a product VP&#039;s 90-day checklist look like when they start a new job? 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