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A Tale of Belonging

A Tale of Belonging

In the process of writing our book, Product Leadership, we've discovered that high performing product teams share similarities with a wide variety of successful teams, including sports teams. For fast scaling organizations, the structure of those teams and the signals are of special interest. This presentation describes some of the key behaviors and the team structures that generate the best outcomes.

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Richard Banfield

October 22, 2018
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Transcript

  1. A TALE OF BELONGING In Four Parts

  2. THE GAMES WE PLAY Part One

  3. None
  4. David Brailsford

  5. RIO 2016 BEIJING 2008 LONDON 2012 ATHENS 2004 SYDNEY 2000

  6. RIO 2016 BEIJING 2008 LONDON 2012 ATHENS 2004 SYDNEY 2000

  7. 1900 1950 2000 2020 Medals SHIT GETS REAL

  8. Photo: Simon Wilkinson

  9. 2012 2015 2016 2017 2013 2018

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  12. James Carse

  13. COME ON IN, IT’S SAFE Part Two

  14. Peter Skillman

  15. None
  16. MBA Students Tower Height Lawyers CEO’s Architects Kindergartners

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  19. Source: Numbers Owl

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  27. KNOW EACH OTHER’S WORLD LIVE IN REALITY EMBRACE SCIENTIFIC THINKING

    LEAD WITH HUMILITY BE VULNERABLE RESPECT EACH OTHER
  28. KNOW EACH OTHER’S WORLD LIVE IN REALITY EMBRACE SCIENTIFIC THINKING

    LEAD WITH HUMILITY BE VULNERABLE RESPECT EACH OTHER
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  33. Future Guild Execution Team Functional Experts UX Guild Data Science

    Guild Execution Team Execution Team Future Team or Guild
  34. Executive Product Leadership Product Experience Teams

  35. Executive Product Leadership Product Experience Teams

  36. Part Three GREASY FLOORS AND THE PERFECT PILLOW

  37. Source: Fizik

  38. Marginal Gains

  39. Source: Park Tool

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  44. WHAT TO PACK FOR THE MOON Part Four

  45. WTF?!? HE’S GONE BONKERS!

  46. “We choose to go to the moon in this decade

    and do the other things, not because they are easy, but because they are hard,
  47. “We choose to go to the moon in this decade

    and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills”
  48. Mission vs. Vision

  49. MEN WANTED for hazardous journey, small wages, bitter cold, long

    months of complete darkness, constant danger, safe return doubtful, honor and recognition in case of success. Ernest Shackleton 4 Burlington st.
  50. None
  51. Executive Product Leadership Product Experience Teams

  52. Mission Product Vision & Strategy Values & Metrics ?

  53. Mission Product Vision & Strategy Values & Metrics

  54. “…not around process but rather organizing humans in a way

    that allows us all the opportunity to remain adaptable in a changing environment” NATE WALKINGSHAW
  55. HOW? CREATING PROGRESS THROUGH TECHNOLOGY THAT LIFTS THE HUMAN CONDITION.

  56. TO ACCELERATE THE WORLD’S TRANSITION TO SUSTAINABLE ENERGY.

  57. MOMENTUM TIME “THIS IS GOING TO BE GREAT.” “WHOA, THAT

    TOOK MUCH LONGER THAN EXPECTED” “NOBODY SAID IT WOULD BE THIS HARD” “HANG ON, THIS ISN’T RIGHT.” SCOTT BELSKY
  58. MOMENTUM TIME SCOTT BELSKY “THIS IS GOING TO BE GREAT.”

    “WHOA, THAT TOOK MUCH LONGER THAN EXPECTED” “NOBODY SAID IT WOULD BE THIS HARD” “CRAP” “PHEW!” “WHAT NOW?” “YASS!” “WTF!” “$$$!” “SERIOUSLY??” “HANG ON, THIS ISN’T RIGHT.”
  59. Psychological safety isn’t covering people in cotton wool. Rather, it’s

    providing a big challenge knowing you’re surrounded by people who have got your back and tell you so. Moral of the Story
  60. richard@freshtilledsoil.com @rmbanfield www.productleadershipbook.com most images from Accidentally Wes Anderson thank

    you