Apply product management skills like roadmapping and stakeholder management not just to a specific offering, but to the organization's strategy and the competitive landscape. This reframe leverages existing strengths for a wider, more strategic scope.
The "treat others as you want to be treated" mantra fails in leadership because individuals have different motivations and work styles. Effective leaders adapt their approach, recognizing that their preferred hands-off style might not work for someone who needs more direct guidance.
In your first 90 days, resist the urge to be the expert. Instead, conduct a "listening tour" by treating the organization as a product you're researching. Ask questions to understand how work gets done, what success looks like, and what challenges exist at a systemic level.
After conducting a "listening tour" in a new role, don't just gather input. Follow up with stakeholders to explicitly show how you've synthesized their feedback into your strategy. This action enrolls them in your success and transforms them from observers into advocates.
Leadership styles manifest physically. A "controller" archetype may be physically rigid, while an "achiever" may talk and move too quickly. By becoming aware of these somatic patterns, leaders can consciously alter them to more effectively engage with their teams and overcome inherent biases.
New leaders must transition from being the expert to being a coach. This involves letting your team struggle and even fail. Ask open-ended questions like, "When have you faced something similar before?" to build their problem-solving skills instead of simply giving them the solution.
To perform a simple but effective 360-degree review, ask your boss, peers, and direct reports two questions: "What are my strengths?" and "What could I improve upon?" The vague nature of the second question helps bubble up the most critical areas for growth without leading the witness.