Leading by Following
How following helped my product management skills
For a long time, I believed that product management was all about leading. I focused on setting directions and steering the team toward the business goals. It wasn't until a pivotal customer opportunity where the success depended on a strong leader to negotiate the deal with the customer, that I realized the true power of being a good follower.
By stepping back to support an expert negotiator, the deal closed.
This experience taught me a lesson: leadership means knowing when to follow. Sometimes the best thing for a product manager to do is step aside and follow.
Following as Much as Leading
Drawing on my experience, I've compiled a guide on how product managers can follow their managers and peers better. Here are three strategies to consider:
Give meaningful feedback when asked
Support decisions even when you disagree
Take the initiative to offer real help
By embracing the role of a follower, product managers can get better outcomes through their teams.
Give Meaningful Feedback When Asked
Being a good follower is more than cheering on your team. It means when your input is requested, that you give thoughtful and constructive feedback. It doesn't mean you say "good job". You need to stretch yourself and help them improve.
Example: your boss has prepared a presentation based on your business opportunity, your market analysis, and his strategic summary for an upcoming business review with his peers. You think he has done an excellent job. How do you respond when he asks you to review it?
This presentation shows the linkage between the market data to the business opportunity. I agree with the summary of the options and recommendations. I recently changed the outlook for year 2 after reviewing it with sales - please change year 2 from x to y. Would you like any presenter's notes or other supporting material for the review?
Example: You and another product manager reviewed the product business case with finance and got several questions about the assumptions in the business case. The other product manager adds a slide on the assumptions behind the business case. You think he did ok but he missed one assumption that was discussed in the meeting. How do you respond when he asks you to review it?
Thank you for quickly pulling together the assumptions for finance! This covers the main things we modeled in the business case. Finance asked who from sales reviewed the model. What do you think about a note listing the salespeople we contacted?
Good followers find constructive and positive feedback to grow the team every time.
Support Decisions Even When You Disagree
Being a follower means joining forces with your team after a decision is made. Followers can voice concerns before the decision is made. Once the direction is set, your role is to drive for unity and progress. Grumbling about a prior decision hurts relationships and drags the whole team down.
Example: Your boss decided that you are needed on a major product initiative. As a result of this, you can't attend a major trade show and meet customers. Your boss needs your help in preparing a presentation for the show. You are upset that you can't meet customers at the show. How do you respond to his request as a follower?
I'll work with marketing to outline the presentation. We'll schedule a time to get your feedback.
Example: One of the product managers on your team promised a train-the-trainer session on your newest feature to the sales enablement team. The training session is the day after engineering plans the sprint demo. You are concerned about being prepared in time. How do you respond to this schedule?
Let's work together and get the engineering lead lined up for the training session. Let’s get his demo material ASAP. Between the 3 of us, we can be prepared for the training session.
Good followers go out of their way to support their team once a path is set.
Take the Initiative to Offer Real Help
Good followers don't wait to be told what to do. You can use your skills and knowledge to make a difference and help. Proactively stepping in leads to more collaboration. Your team might not know they need help. Your offer of assistance can boost morale and productivity.
Example: Your boss is scheduled to present the quarterly business summary of all the products in two weeks. He puts an outline slide deck in a shared folder and tells the team to get their slides done in a week. He will decide what to do once he sees it in a week. How do you respond as a follower?
How about if I schedule a review of the slides in a week to decide the next steps to finish?
Example: Your coworker is starting a new product initiative and you have information on the market and business opportunities. How do you respond as a follower?
Here is the market analysis and business opportunity information. I'll schedule a time to review it with you and answer questions.
Followers think ahead about what their managers and peers might need to succeed.
Conclusion - Following as Much as Leading
By following these strategies, I've seen product managers step up to new leadership opportunities and thrive. Balancing leading with following opens many ways to be productive.
Integrating these strategies into your daily work spawns more leadership growth than simply setting the direction for your team. The journey to becoming a better product manager starts with following as much as leading.
Last week’s backstory for paid subscribers was about tackling a growth opportunity when stakeholders don’t agree. Product Growth Strategy Dispute
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