A common pitfall for new CPOs is using product-specific jargon with executives and the board. To be effective, they must communicate as business leaders, focusing on financials, succinct points, and simple customer stories that the entire organization can understand.
To assess an internal candidate's readiness for promotion, give them the responsibilities of the higher-level role first. If they can succeed with minimal coaching, they're ready. This approach treats promotion as an acknowledgment of proven performance rather than a speculative bet on future potential.
Career progression in product follows a skills pyramid: ICs (market), Directors (people), VPs (strategy), and CPOs (business vision). To get promoted, you must demonstrate proficiency in the skills required for the next level before you officially have the title.
As you move up the product ladder, your strategic time horizon expands. ICs and Directors focus on quarters, VPs on the year, and CPOs must own the 3-5 year vision. Thinking long-term is a core CPO responsibility that no one else in the product organization will own.
The biggest skill gap for product leaders moving into the C-suite is financial literacy. Understanding P&Ls, investment models (VC, PE, public), and key business metrics is non-negotiable for effective business leadership at the CPO level, often more critical than deep product skills.
A product vision won't stick unless it's marketed internally. CPOs should build an internal communications plan using compelling storytelling, multiple formats (video, text), and frequent repetition. This marketing-like approach is essential to rally the organization and ensure the strategy is remembered and acted upon.
To effectively lead through influence, go beyond aligning on shared business objectives. Understand what personally motivates your cross-functional peers—their career aspirations or personal goals. The most powerful way to gain buy-in is to demonstrate how your initiative helps them achieve their individual ambitions.
Rushing to implement a new strategy in a CPO role can be catastrophic. A structured 90-day plan prioritizes understanding nuance first. Spend the first 30 days on customer and team interviews, the next 30 drafting and aligning on strategy, and only begin executing changes in the final 30 days.