Are you worried about taking up leadership opportunities for you seem clueless & don't know your way around it?
(or)
Have you recently switched to a leadership role & looking for pointers over how you'd get more comfortable?
#leadership #prodmgmt #LeadershipMatters
1/n
Over my recent article "Inch-deep, Mile-wide!" I've tried to address these very issues & I have also depicted a few popular tools that leaders use across the hierarchy.
I recommend reading it first as this ๐งต happens to be a continuation.
Link:
mgmtinc.substack.com/p/inch-deep-mile-wide
2/n
Over this thread here I'll straight away get into a case study & get to the depth of exploring the applications / the practical side of the 2 tools that were discussed in the article viz..:
1. Team charter &
2. Driver / KPI trees
So, let's dive in!
3/n
Supposing you are stepping into a leadership position at a growth-stage B2C Fintech startup that provides investment rationale & advise.
Few things you know are:
- 100+ team
- design, UX, development teams for solutions
- market fronted teams (support, sales, marketing)
4/n
So, that's certainly a good place to start building a Team Charter.
Delving deeper into teams & individual sizes is a great way to understand who does what & how things get done in the org.
It starts with:
01. Purpose
- once done, your canvas ought to look like this:
5/n
The next step would be to get to:
02. Roles & People
You have an idea of teams & sizes from Q&A you've had over your interview sessions.
So, it's about getting to understand who does what & a couple of days time ought to suffice.
- update the canvas suitably:
6/n
Now, on to the last section which is:
03. Values & Agreements
This section defines values that are going to be important & would act as a base of all internal communication.
You'd also define protocols for alignment, conflicts, resolutions & accountability.
7/n
Owing to some time spent with the teams & the understanding you already have over the other sections, this is an example of the filled canvas:
8/n
Well! That's about the Team Charter.
You see how you have built a high-level understanding of the org., the people & teams who matter, how teams function & what goes into defining the culture.
That right there serves you as an INCH-DEEP & MILE-WIDE view.
9/n
With that clarity built over high level goals, teams, roles, values & accountability, the next bit is to dig into would be:
- the GOALS
- the LEVERs that'd help move the METRICs &
- the KPIs that matter over achieving the SUCCESS FACTORs
And KPI trees could do just that.
10/n
Remember how KPI trees are a L-R depiction taking you from the "What" to the "How".
So, let's get to the elements that matter & are relevant & applicable to our case:
01. OBJECTIVE
- Increase DAU by 20%
02. STRATEGY
- Reduce CHURN by 10%
- Increase REFERRALS by 15%
11/n
03. LEVERS
(For CHURN)
- Friction Points
- Accuracy
(For REFERRALS)
- Pin on Social Media Metrics
- Referral Programs (Incentivization)
And, finally we have the KPIs as relevant to each of those levers & correlative to the success criteria.
12/n
04. KPIs
(For Friction Points)
- 25% Increase in CTRs on [Quick Estimate] button
- Proportional Increase in the {HAPPINESS QUOTIENT}
(For Accuracy)
- {Happiness Quotient} > 85%
- Increase in NPS by 20%
13/n
(For Social Media Metrics)
- Increase in the "No. of content views" + "CTA leading them to the landing page"
- Increase in "No. of likes & shares" + "CTA leading them to the landing page"
(For Referral Programs)
- "No. of referrals" per user
- CSAT scores increase by 25%
14/n
Plugging all that info, this is what your Driver Tree could look like.
15/n
That's it folks!
If you enjoyed reading this, then please do this:
1. Retweet the first tweet at the top ๐ marked "1/n"
2. Drop me a follow @bgpinv
3. Subscribe, like & share my newsletter - mgmtinc.substack.com/
That'd inspire me to do more.
Thanks for reading ๐
SUMMARY:
The next time you're in a catch-22 over you new leadership role & it's getting all too overwhelming, just remember to put an effort to fill these in:
1. TEAM CHARTER
- Purpose
- Roles & People
- Values & Agreements
2. KPI TREES
- Objective
- Strategy
- Levers
- KPIs
Guru Prasad โTPW - The Product Web ๐ธโ
@BgpInv
Product Management (Fintech, B2B B2C SaaS PaaS); Leadership; Coined Solution State Model (SSM)-2014, Elevated Trapdoor-2014; Mentor & Advisor @ TPW;
