Hey folks- I’m a product manager (tenure wise, a senior analyst) working with a difficult/ stubborn SME (who is tenure wise a manager). He’s closely involved in the product build, and given the extreme hierarchy practiced at McKinsey, often shuts down my product thinking/ideas. He is extremely smart and knows the ins and outs of this problem space, competitors, and even our business priorities, but utterly rejects design and product thinking. For example…CONTD
Interesting fun question… you have to tie skills to outcomes and balance individual needs and aspirations … maybe building a matrix with 5 dimensions for characteristics that you can sort of plug in as a swag
Mentor
YouTube, I’d wager
I follow the following process when taking on a new role or leading a different team:
1) observe their current flow/behaviors for a period of time. Just watch and listen.
2) once you ‘officially’ step into the role and stop observing introduce yourself to as many people on the team as feasible 1-on-1. Might just be your leads, but this starts you out with emphasizing to them that you have a bias for empathy.
3) work to build trust with the team. Listen to their feedback and execute on it, do what you say you’ll do, etc.
4) look to empower and provide leadership opportunities to specific team members as you identify potential within the team. This helps with improving the team’s efficiency as well as builds the team for the future.
(This isn’t a perfect list, but the general frame work I use and feel like it works for me)