There’s been a lot of speculation (and insight) over the last few years about product leaders. However, try to adopt one of those best practices and examine our data to back up claims and see how product leaders progress up the ladder.
It has been found that the product leaders hired by the Product Manager recruiters are more likely to be in charge of recruiting and revenue objectives. Unsurprising, product leadership involves strategic thought and good communication abilities; on the other hand, Product Managers are more likely to supervise the development team and write user stories. They must possess the necessary practical skills for the day-to-day process of designing goods and features. While practical skills are vital, it appears that the capacity to learn, solve issues, and be in a suitable area at the proper time is considerably more critical.
The Main Challenges Companies Face While Hiring The Product Manager
Let’s look at why a CEO or Founder would need to recruit a Product Leader and why it matters to you as a candidate.
There’s a challenge:
- Frequently, the scenario goes like this.
- Customers are turning out/no renewals since the Product doesn’t work.
- There is an excess of technical debt that has to be paid off.
- A rival has risen to the top of the category.
Whatever is going on, it is an issue, and you should address it. As a Product Management leader, you take the stage on the left. The board may decide that it is time to change at the CPO/Product level, changing the leader, depending on the severity of the situation. Occasionally, a product issue draws attention to the fact that a product-specific leader is sorely needed. Previous Band-Aids such as having the CTO, CEO, or even Marketing oversee Product are no longer viable, and a new day has dawned. The experience has also taught us that when a digital business needs to hire a product leader to solve an issue, the search is frequently “code red.”
How Does This Affect You as a Candidate?
The search cycle/timeline will most likely go more quickly than most. It implies you should be prepared to qualify the opportunity for yourself as soon as possible during the interview process, as there may be fewer steps. You should be able to answer one, if not both, of the following questions by the end of the second interview: Is it a job I want to do? Is that the group I’d like to do it with?
The last you want to do is nod your head and say yes to every interview, only to discover that this isn’t the position for you when you get to the offer stage. With speed being a top priority for the organization, you’re likely to burn bridges with executives with whom you may cross paths again in the future.
Every individual has a job as we say. For Product Leadership jobs, the same may be true. The trick is to figure out issues the CEO/Founder is trying to tackle with your employment. Whether your talents, experiences, and general interests match that mandate.