TEI 310: Product managers emerge stronger through adversity – with Joseph Michelli, PhD

Lessons on innovation and product management from the pandemic Dr. Joseph Michelli is a returning guest, having previously brought us insights for creating incredible customer experiences with products and services in episodes 147 and 251. Much has changed in 2020. It is not the year we expected. The adversity has created a need for resilience. Some product managers have responded to the challenge, making pivots and finding value where it had not previously existed. Many organizational leaders have learned on the fly how to navigate the challenges. We can learn from the leaders who have been successful and that is what Joseph will help us with. He talked with over 140 global business leaders, includes leaders at Google, Microsoft, Coca-Cola, Feeding America, United Way, Verizon, Southwest Airlines, and many more. He compiled the timely lessons-learned in a new book, Stronger Through Adversity. Summary of some concepts discussed for product managers [2:47] Tell us about the product journey of your newest book, Stronger Through Adversity. In the beginning of 2020, I was scheduled to write a book about the success of the chocolate company Godiva, but COVID put that project on pause. Meanwhile, I was working with other clients on positioning their products for survival through the pandemic, and I asked leaders, “How are you even trying to approach this?” I realized a lot of people are struggling and doing their best, and maybe we can learn something from them. I decided to create a new book about how leaders are coping with adversity. We needed the book to come out in 2020 to be relevant, so I interviewed 140 leaders and expedited my process to write in six weeks what I would normally write in six months. [8:58] What have you learned about managing uncertainty? A lot of C-suite leaders weren’t used to dealing with uncertainty. For example, Marriott was trying to figure out how to deal with an environment in which no one was staying in hotels. Microsoft Teams had to figure out how to scale and service their product when its application was far greater than they had anticipated. Leaders tried to grab on to something they could rely on. Sometimes that was consumer data, which is part of the iterative design process product managers are already familiar with, but now they had to do it on warp speed. They were agile beyond agile, and for a lot of brands that’s just not part of their DNA. These leaders had to follow the terrain. They had a roadmap they were used to following, but suddenly their roadmap and the terrain diverged. The changing environment made it so that they could no longer act on the timelines that the roadmap specified. When the roadmap and terrain diverge, you must watch the terrain vigilantly. We saw companies doing more sampling of teammates and consumers. They were very focused on the data in front of them and responded to the environment rather than thinking about the roadmap. [14:53] What have you learned about rapid innovation? Many organizations became myopic, just trying to hold on and not looking for opportunities. A few organizations invested in the opportunities they saw in adversity. In the book, I talk about the leadership style in a wild horse herd, which has an alpha mare leading in the front, an alpha sire in the back, and some horses within the herd that shape its behavior. Sometimes leaders have to be out front; they have to be visionaries, lay out the strategy, and go beyond the boundaries. Other leaders stay in the back, encouraging and moving the pace of the pack; they don’t lead their team through the struggle, but they know their team can innovate solutions. Often the leaders in the middle of the herd make it happen; they roll up their sleeves and become part of the action teams, thinking through problems together. [18:54] What’s an example of a personal transformation of a leader?