I recommend private written updates to prepare for live syncs. The written updates help me uplevel what I've learned. For example, I have a private list of additions to the ordering guide. I saw there is not enough change to justify the review/publish cycle. I told the leadership team: I'm moving the ordering guide out 2 months to include the next big thing in the roadmap. This gives them a chance to push back and ask about why there isn't enough to update the ordering guide.
Live syncs need to be very high level and business oriented. The written material helps me summarize the decision.
Does your CEO read the decision log or does the CEO prefer to talk about the impact of the decision? I've found the decision log has layers and implications that need further interpretation.
You tell leaders about your decisions from accelerator work. Keeping executives involved in builder work is more art than science...I wrote an article about keeping your leaders up to date: https://amycmitchell.substack.com/p/builder-pm-keeping-executive-engagement
Please let me know how this works with your leadership team!
I recommend private written updates to prepare for live syncs. The written updates help me uplevel what I've learned. For example, I have a private list of additions to the ordering guide. I saw there is not enough change to justify the review/publish cycle. I told the leadership team: I'm moving the ordering guide out 2 months to include the next big thing in the roadmap. This gives them a chance to push back and ask about why there isn't enough to update the ordering guide.
Live syncs need to be very high level and business oriented. The written material helps me summarize the decision.
Does your CEO read the decision log or does the CEO prefer to talk about the impact of the decision? I've found the decision log has layers and implications that need further interpretation.