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.

Transcript

1. A TALE OF BELONGING In Four Parts
2. THE GAMES WE PLAY Part One
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
12. James Carse
13. COME ON IN, IT’S SAFE Part Two
14. Peter Skillman
16. MBA Students Tower Height Lawyers CEO’s Architects Kindergartners
19. Source: Numbers Owl
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
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
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.
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