In this episode, Joe Leech sits down with Rich Mironov, a true veteran of Silicon Valley’s startup scene, to delve into the nitty-gritty of product management, leadership, and the intricate dance between engineering and sales. Rich brings a wealth of experience from his 40 years in the industry, having served as a Chief Product Officer and a solo consultant, helping countless teams and leaders navigate the complex landscape of product development and organizational dynamics.They kick things off with an introduction to Rich’s background, setting the stage for a conversation filled with real-world insights and practical advice. Joe and Rich then explore the unique challenges faced by newly minted Chief Product Officers (CPOs), especially those coming from technical backgrounds. They highlight the steep learning curve and the essential skills needed to thrive in these high-stakes roles.One of the key themes they touch upon is the communication gap between engineering and go-to-market teams. Rich shares some eye-opening anecdotes about the different priorities and languages spoken by these groups, which often lead to misunderstandings and inefficiencies. This is where the discussion on the scarcity mindset in product teams comes in, shedding light on how perpetual resource constraints can shape decision-making processes.The tension between sales pressure and product timelines is another hot topic. Joe and Rich dive deep into this ongoing struggle, offering strategies for balancing the urgent demands of sales with the methodical pace required for quality product development. They also talk about the pivotal role of CEOs in mediating these conflicts and ensuring alignment across teams.Rich shares a deeply personal story from his time as a CEO, highlighting the immense pressures and tough decisions that come with the territory. This segment is a powerful reminder of the importance of empathy in leadership and understanding the human side of business. Joe and Rich further explore the intense pressure cooker environment that CEOs operate in, discussing how these pressures influence decision-making and leadership styles.One of the standout parts of the conversation is Rich’s emphasis on the “language of money” in product management. He explains why it’s crucial for product managers to translate technical issues into financial terms that resonate with sales and marketing teams. This leads to a broader discussion on the analytical mindset of engineers, who often rely heavily on data and facts, and how this mindset can clash with more intuitive, emotion-driven approaches.The duo doesn’t shy away from discussing the common pitfalls faced by commercial leaders moving into CEO roles. They offer candid advice on how to avoid these traps and make a successful transition. Joe and Rich also talk about the danger of relying too much on the skills that got you to a senior role, stressing the need for continuous growth and adaptation.Towards the end of the episode, they explore how leaders neHow do you build trust with a C-suite leader who resists change?
Here’s the truth: you can’t coach someone who doesn’t want to change.
And that’s where trust begins (or breaks).
It reminds me of a joke: How many coaches does it take to change a light bulb?
Only one.
But the light bulb has to want to change.
So, here’s the challenge: are you coaching the behavior,
or are you coaching the belief behind it?___
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