2009 Leadership Product Management 
Lead on Purpose
DECEMBER 6, 2010
Product managers hold a unique position in the company: they depend on people from other groups, but they do not have managerial authority over those people (in most cases). Therefore, a product manager must earn the trust of people in the organization and influence them to do their jobs effectively and efficiently.
Lead on Purpose
NOVEMBER 30, 2010
In most companies product managers have a lot of products and significant responsibilities. With all the meetings, floods of email, and requirements to manage, the thought of focusing on a product’s profitability can be illusive. It’s not impossible, however.
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Lead on Purpose
DECEMBER 28, 2009
John Maxwell — author of the book The 21 Irrefutable Laws of Leadership — does a masterful job of explaining the leadership principle of influence through the five myths about leadership: The Management Myth: Management focuses on maintaining systems and processes.
Lead on Purpose
DECEMBER 10, 2009
The real question is: are you willing to invest the effort and make the sacrifices necessary to take on the responsibility of a leadership position? The authors propose three questions you should ask to assess your own leadership potential: How far do you want to go? with the simple statement “the answer is irrelevant.&#
Lead on Purpose
MARCH 30, 2010
– The Product Management Perspective: Trust is the most important characteristic a product manager can possess. Covey « Credit comes later Leadership and persistence » Like Be the first to like this post. Study Covey’s book and practice the principles he so eloquently teaches.
Lead on Purpose
APRIL 5, 2010
Persistence in leadership is analogous to running a marathon. To succeed in leadership you have to work hard and continually hone your interpersonal skills. Success in leadership comes from developing and perfecting persistence and determination. Persistence and determination alone are omnipotent.
Lead on Purpose
OCTOBER 20, 2010
A few common methods include: The number of people reporting up through the organization The quantity or amount of product or services produced The “bottom line&# or income produced by the company The number of links, references or accolades to the leader or the organization Other methods that focus on things and not people.
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