Notes on leadership

As I reflect on my career thus far, one trait stands out clearly.

The leaders who got the most out of me when I was a junior/mid-level member, were also the same ones who were committed most to my professional growth. These leaders practiced the art of ‘leading from behind’. As a (Sr.)product manager, I was the face of the product within the org. When it came to present to the C-level, the product leader would partner with me to get the materials in order, but on the day I’d be the one to lead the presentation. If the results were praise-worthy, I’d get the credit. If I was stretched or pulled in different directions by the org., the product leader would give me air cover.

Now why is this important? It’s important because this is a sure shot way to attract & retain superior junior/mid level talent within a product org. By practicing this, the product leader was also showcasing that they know how they are adding value in the org: by building & growing teams, by defining product strategy and helping shape the roadmap, instilling a culture of high performance through ownership & accountability. For this to work, we also need the C-level members to understand and appreciate the role VP/Directors of product plays in the org. If they don’t, the VP/Dir becomes the face of the product, with the senior and junior PMs becoming solely delivery managers (or glorified note takers) and that is the beginning of the end for building a high performance culture.

This behavior also taught me early on the importance of sharing credit with others and why one should put the team ahead of yourself. As I transitioned to become a product leader, I’ve made a commitment to practice leading from behind, to put the team first. In the past few years, I’ve observed that doing so has not only helped to drive high performance but also attract great talent in my teams to continue to be my companion as I sought new adventures.

On that note, I’ve started a new adventure. More on that later.