Becoming a CPO: avoiding pitfalls and making the right impression on interviews part 3

While many product managers aspire to become CPOs, the reality is that not everyone is prepared for the role. While the role of Chief Product Officer (CPO) is an attractive career goal for many product managers, it demands a distinct set of skills beyond technical expertise. Overconfidence in one’s skills can lead to disappointment for both the individual and the company.

At Be-EXEC, we specialize in helping businesses find the best-fit product leaders. In this article, we’ll delve into the misconceptions CPOs often have, while highlighting the core competencies that truly matter in this executive role

Our clients often ask: “Do candidates ever overestimate their qualifications for the Head of Product/CPO role?”

Yes, it happens quite often. So, it is crucial to assess your hard and soft skills in relation to the requirements of the position.

A product leader must not only understand the product but also possess a broader range of soft competencies. We’ve talked about them in the previous part.

Common misconceptions of candidates

“I’ve done all this before” — Many candidates believe that simply having experience is sufficient to become a CPO. Systematic knowledge, strategic thinking, and leadership skills are equally essential and it’s important to convince the company you’ll be able to achieve the goals with the new product.

“Circumstances are against me” — Some candidates adopt a pessimistic outlook, attributing their failures to external factors.

To evaluate your potential for the CPO role, reflect on the following questions:

– What stage of my product management career am I at?

– How do my skills measure up to the expectations of a CPO?

– Am I ready to step up and lead a product team?

How to gather recommendations and create a great CV

Recommendations, both positive and negative, are more than just a formality. They are a powerful tool that can significantly influence the outcome of the hiring process. They confirm your professionalism, leadership qualities, and ability to achieve results.

Also, while working in a company, it’s important to be proactive and collect case studies. Remember, your achievements contribute to the overall goals of the business, and a potential employer may contact your references for additional information.

A C-level resume is not just a list of positions and duties; it’s a product that reflects your professional experience, achievements, and unique qualities. Your CV should be clear and demonstrate your high level of professionalism.

The resume structure should be logical and clear. Include the following sections:

• Summary: summary of your key competencies and achievements.This will demonstrate your understanding of your strengths and the value you can bring to the company. The goal of such an introduction is to describe your key achievements in one paragraph.
• Experience: detailed description of previous positions with a focus on results. Your actions and the results achieved by you and your team. Be precise. For example, instead of saying “was responsible for product metrics,” write “increased sales by 20%.”
• Skills: list of your hard and soft skills.
• Relevant education: your relevant education and any additional courses or training.
• Interests: allows to know the comprehensive curiosity of the person.

Remember, many candidates apply for C-level positions, so your resume should be concise and eye-catching. Avoid overly lengthy CVs. Overly creative formatting with numerous tables and graphs may also deter executive search consultants.

Many companies are seeking to minimize risks, realizing that choosing the wrong top manager can seriously affect business. However, excessive expectations when looking for a real “star” rather than just a qualified specialist can significantly slow down the recruitment process. On average, the search process of a product leader takes about 3 months.

Let us talk about the STAR method which is often used to assess the competencies of candidates for leadership positions.

This methodology allows us to evaluate not only knowledge and experience, but also their ability to solve complex tasks and make effective decisions.

It is important for candidates to prepare themselves for the interview, structuring their answers according to this methodology: Situation, Task, Action, Result.

This methodology is useful not only for the employer, but also for the candidate himself, allowing him to better understand his strengths, identify areas for development and realize which aspects of work may be a lower priority.

However, even if the two candidates show similar competencies, their motivation can be a decisive factor. A candidate who has already achieved much and sees no new challenges may show less interest in the new role. Internal motivation and a clear understanding of the goals are key indicators of how well the candidate will cope with the new role and be able to adapt to the company’s corporate culture.

In addition to the STAR methodology, case studies, psychological assessments and other tools can be used when evaluating candidates for C-level positions. The integrated approach allows one to get a more complete picture of the candidate and choose the most suitable for the company specialist.

The journey to becoming a CPO requires self-awareness, continuous learning, and a willingness to evolve. By addressing skill gaps, refining leadership abilities, and staying adaptable, aspiring CPOs can position themselves for long-term success in this demanding role.

Be-EXEC is ready to help you find a great product leader for your business. Drop is a line.