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How do you manage people who don't necessarily report into you?
This could be while giving feedback on a piece of work? Or getting them to prioritise the project you're running.
You are 100% correct that the hardest part of a PMMs job is managing without authority. Often, PMMs rely on shared resources or centralized teams to get their job done. I have found three things work really well in managing without authority. They are all hard and take time, but they are effectiv......Read More
I believe that the ability to build relationships with stakeholders and influence others is key to being a successful PMM. As you've noted in your question, due to the nature of our role PMMs are often drivers of very cross-functional projects, which involves co-ordinating peers and potentially p......Read More
Product marketers often end up in the position of “dotted line” managers/stakeholders for many functions — design, writing, research (to name a few). What’s worked for me in the past is two-fold: * Influence: For every function that feels like a “dotted line”, it’s important to build a clos......Read More
Like most cross-functional work, the most important thing is to build trust and establish shared goals early on. Instead of delegating work, involve them in your process, provide them with proper context, and agree on timelines where applicable. They will be much more motivated to help if they ha......Read More
It starts with aligning on common goals - what I find people get lost is in the "how" we get there. In business, we can all agree on goals that are like motherhood and apple pie - like revenue or cost savings. Hard to argue with those. Once you get aligned on that, then start with understanding w......Read More
You’re right that as PMMs it’s often impossible for us to get our work done without work from another team, often multiple other teams. Part of my advice for doing this well is a critique of the way you’ve worded your question. I don’t see myself, or my team, as “managing” people who don’t report......Read More
You will need to win their respect and trust. To do that you need to... * know your stuff * be humble * give ample positive feedback * understand their agenda and help them advance it * take personal responsibility for everything that goes wrong, and emphasize the team contribution over......Read More
Managing people who don't necessarily report to you can be challenging, as you may not have the same level of authority or control over their work. So you start with building relationships first. We work with people, and people are driven by emotions. So the main step in achieving a smooth co......Read More
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I think that depends on your company goals. At HoneyBook we've identified a specific segment that has the best product-market fit, so we're solely focusing on that segment. Therefore it makes more sense for us to split the work by feature (product line) and by user lifecycle stage. But I think th......Read More
In my eyes, much of the time you spend and core fundamentals and responsibilities are the same. As a PMM for self-serve and sales-led motions, you need to be an expert on the product, customer, and market. Doing this well involves time with customers (and non-customers!), analyzing data, partneri......Read More
Goes back to the shared goals - which at a high level, are hard to argue with - revenue, cost savings, customer success, etc. Once you get that common agreement, then it's about the strategy / the "how" to get there. If there are disagreements here, I would start with trying to understand why and......Read More
GTM kickoff meeting: It is absolutely essential to get all the right stakeholders in the same room to get on the same page around what we're doing, why, by when, and with which owners. I like to have my team run these meetings roughly three months before a given launch and use them as an opportun......Read More
How is the PMM team structured by product line, segment, function or by objective (ie. revenue retention, product engagement, etc)?What do self-serve product marketers spend their time doing, given that they don't have sales enablement responsibilities?How do you ensure alignment when you have two senior executive stakeholders who disagree with each other on the proposed strategy and you are stuck in the middle? What systems/tools do you swear by for product launches to keep all stakeholders informed and engaged?