I interact with c-suite in my current role across a variety of forums - 1:1
meetings, business reviews, off-sites, brainstorming and problem solving forums
In my 1:1s - I focus on two aspects. Growing the business and any areas that I
need help on and my own team/ my own career and where ...more
1. First 60 days Learn about the business, product, and people incl key
stakeholders and team mates
2. Next 30 days - Establish a vision and plan (or update one if the team already
has it) along with the team on your key business priorities and path forward
3. Next 30 days (4 months mark)
1. Establish connections with your team - a mutual shared understanding of
individual values and drivers is important to building a cohesive team. The
first step towards that comes from building connections by getting to know
more about your team members.
2. Be empathetic but also e...more
I did not explicitly schedule meetings for the sake of meeting. I looked for
opportunities to come my way when I was invited to be a part of a discussion or
presentation and focussed on nailing down those 5-10 minutes. I always prepared
a question or two on strategy or vision to ask if provided a...more
Three best habits to follow
1. Clear communication strategies on why you are meeting, what problem you are
trying to solve, what is the solution in your mind and the reasoning behind
it. At the end of the day, they'd want to know how they can help so make it
I strongly believe that you need to be 'A' level in your core skills - vision,
sequencing, and execution. For leaders, the skillset extends to coaching their
teams to be 'A' level in the game.
When you do that consistently, people develop trust in you.
There is no shortcut to gaining credib...more
Two area that are highly understated but very relevant as you grow into more
senior roles and develop your influencing skills
1. Concise, clear and consistent communication - very few people can use a few
words to explain their ideas with cartoon clarity.
2. Listening and repeating - pay y...more
Alignment is a function of trust, respect and growth.
I do not practice aligning for the sake of gaining political clout in an
organization. I often start with a well rounded set of individuals - peer
leaders in the same function, cross-functional leaders in other parts of the
organization, a ...more
'The stuck in the middle' is often a symptom of a larger problem which results
from lack of operating principles for decision making. For example: we follow
the DACI model for decision making where the individuals might be participating
in discussion but they would not be the driver or approver o...more
A common mistake most product managers and sometimes even senior product leaders
make while convincing c-suite in favor of a particular decision is bringing in
tunnel vision related to just their own product area or business vertical.
Spoken differently, they fail to treat company over their own ...more