I was called into a meeting with a team here in the office a couple weeks ago because they told me they had a “question” about the estimations that they were doing. As we started talking, it became immediately apparent what the problem was, they were getting into arguments about whether their estimates were “too big!” Apparently, someone had told them that they “couldn’t” have any stories that were above a certain value, or at least that’s how they took the directions they were given. I stopped them for a minute and had a quick discussion about the reasons why we estimate stories, and why it’s incredibly important for the story points to reflect the size the team thinks the work is, regardless of what other people “want” them to do. I walked away to leave them to their work, and was entirely unsurprised when I saw some 20-pointers land on the backlog. Far too many teams suffer from some malady similar to that of this team — they forget why we’re asking them to estimate, so they start to engage in anti-patterns that undercut the very purpose for which estimation exists. In a follow-up conversation with another member of our Product Team, I started to think about how to describe Story Points as something other than “estimates” — and I came up with the idea of them as a “signalling tool”…
Constructive Conflict
There are a great many company cultures in the world that go out of their way to avoid conflict of any kind. And, while the intent is good — nobody wants to work in a combative workplace — the common practice of lumping all conflict together into a single bucket and trying to toss it out the window winds up being counterproductive in many ways. You see, conflict isn’t always a bad thing; certain types of conflict actually make us better at what we do. When we engage in constructive conflict, we hone our ideas, challenge our own assumptions and biases, and push others to do the same. In an environment completely absent all conflict, we might as well all just be “yes men” and simply rubber-stamp every idea that comes around. Successful businesses are not built that way. Here are some things to think about when it comes to engaging in constructive conflict.
Don’t Reward Behavior You Don’t Want!
One of the more common challenges that growing companies face is balancing the needs and goals of the company with the needs and goals of its employees. And, unfortunately, all too often decisions are made with a business perspective that don’t take into account the potential effects on the personnel side of the equation. The simple fact is, people will do what we incent them to do and what we reward them for far more often than they will do what we want them to do, if there is any misalignment between the two. This applies across the business — from high-level executives to entry-level employees, and even out to our products — how we position, package, and price our products can often drastically affect how people will perceive and use the product.
While people always seem to nod their heads when you tell them this, it’s rather insane to realize just how often we create competition between these two things. Here are some things to consider when you’re trying to figure out how to get people to do what you want, or why they’re not doing what you expected.
The Dangerous Myth of “Consensus”
As Product Managers, we’re often involved in making decisions and driving others to decisions that need to be made — sometimes dragging them kicking and screaming toward the future. And in doing so, there’s often an undercurrent of “reaching consensus” that runs through discussions and permeates meetings comprised of varying people with a wide breadth of interests and agendas. But the simple fact is this: consensus is, more often than not, a means by which the great is sacrificed at the altar of groupthink. Great ideas are rarely consensus-driven ideas; they challenge too much of the status quo to be something that everyone can agree on. Let’s explore some of the ways that consensus-driven decisions suck…
Leading Through Influence: Limiting Choices
I was working with a future mentee last week and we noticed a recurring theme to some of our discussions — that a large part of good Product Management results from limiting the number of choices that our teams and our executives have to choose from, so that they make decisions that reflect the actual priorities that should be driving our next moves. In most organizations, there is an almost unlimited number of ideas, concepts, directions, and motivations from which to choose — and trying to manage all of them at once is certain to drive any Product Manager insane in very short order. Rather, in order to ensure that we’re doing the right things at the right times, we need to be constantly limiting the possible permutations upon which we drive decisions so that we can be sure that we’re moving in the right direction while being open to new ideas and concepts!