Senior Product Leaders are actually Company Change Agents and most aren't trained for it.

This part of their role may also not be explicit. "Product Transformation isn't really a thing, like "Digital Transformation" is a thing, or "Agile Transformation". The latter is probably closest to Product Transformation.

Doing this organisational change work is difficult and creating changes to organisational structures and processes can get frustrating if things move very slowly.

For more, visit: https://georgfasching.com/senior-product-leaders-are-company-change-agents/

If you lack direction from your SMT, that's on you. This is your opportunity to create what they don't give.

It is more common than you might think that companies, especially small to mid-sized companies, don't have a strategic goals, let alone a company strategy.

While this creates some of your current issues, such as lack of direction, lack of alignment, etc., it also creates an opportunity for you as senior product leader to step up and bridge the gap.

This might sound daunting, but remember what makes for a good strategy. More likely than not you have created a product strategy in the past.

The building blocks of a product strategy have lots of similarities with this of a company strategy.

In this episode I'm sharing three high-level steps for creating a company/portfolio strategy without backlash.

For more on this, visit: https://georgfasching.com/direct-your-management-team-when-you-lack-direction-from-them/

When Senior Product Leaders are jumping from call to call all day. When lunch breaks are a luxury. And bio breaks have to happen with apologies during a call. Then it's hard to imagine how blocking Focus Time would be of any help.

The issue remains though that the important things, the strategic things don't move forward from calls alone. Most calls are tactical. Some calls are really valuable. A few calls are unnecessary.

This is such a common issue that the leaders I get to work with are facing. In fact, it is usually the first one that we have to work on before we can get to the good stuff.

That's why I'm sharing with you today what the three key steps are that I guide them through. You deserve to get your time and energy back. You deserve to be able to think more about the big things that matter. You deserve to enjoy your evenings and weekends again.

For more, visit: https://georgfasching.com/what-they-say-about-blocking-focus-time-is-wrong/

👉 Team Genius Live - Episode Agenda: It’s a delight to welcome Karim Harbott on Team Genius Live.

Karim will share his thinking behind the 6 Enablers or Business Agility, and how they help to unlock Team Genius across the organisation.

Following some initial controversy, the 2020 Scrum Guide update brought some intriguing updates. Check out this episode on what they are and what they mean for your team.

Video & Transcript

We must manage a lot of human urges when we start a new engagement as an Agile Coach.

How can we be of service from the get-go without feeling guilty or overwhelmed?

Video & Transcript

The hardest decision to make and keep, that determines your ability to deliver at pace, is completely in your control. This episode strives to ease your way of managing to your capacity and thus deliver faster.

 

Video & Transcript

We need to be skilled to honestly assess how skilled we are.

If you find yourself working with people who believe they’re good at what they do, yet you think differently please enjoy this deep dive in mentoring and coaching approaches. And who knows, perhaps you get inspired to level-up your frame of reference even further too.

Video & transcript

Guiding a huge multinational financial company from complicated IT projects implementing technical systems to becoming a customer value-orientated using a clear product portfolio is no easy feat.This special episode features a guest who’s done it multiple times.Video & transcript

Saying No without necessarily saying No is a core skill for Product Owners/Managers/Leaders.

This episode teaches you how to do it, thusly turning stakeholders into allies.

Video & transcript