The Scenario
In the world of Product Management, understanding and navigating feedback is a critical skill given the number of stakeholders that a Product Manager may be interacting with.
Imagine a scenario: A Product Manager is deep in the trenches with the team of Engineers and Designers in developing a new initiative. During a routine weekly meeting, a key executive (i.e. the CMO) suggests how adding a new functionality could benefit users. This suggestion, which seemed minor, is perceived as a direct instruction by the team due to the nature of their role.
The priorities shift, resources are reallocated, and the team works to get this new functionality added to the launch of this initiative. However, the end result is a delayed project and a feature that, while well-executed, strays from the original vision. The CMO is surprised; their casual remark was never meant to be a directive.
Structured Feedback Framework
This example highlights a challenge in product development: the misinterpretation of feedback from senior leadership, leading to skewed priorities and inefficient use of resources. It highlights the need for a clear, structured approach to feedback in product management teams.
To mitigate the risk of misinterpretation and ensure effective communication within product teams and the rest of the organization, a structured feedback framework can be implemented to help solve this problem. This framework consists of dividing feedback into three categories:
- One Person’s Opinion (OPO): This category represents personal, subjective input. It’s crucial for leaders to clarify that such feedback is merely a perspective that holds the same weight as everyone else, leaving the final decision to the team. This approach empowers team members to make decisions that align with the project’s goals and fosters an environment where diverse opinions are valued and considered.
- Strong Recommendation (SR): This level is a step above OPO. It takes the leader’s role and recommendation under strong consideration. It is utilized when a leader’s experience provides valuable insight, yet still allows the team the freedom to make the final call. It’s a testament to a leader’s trust in their team’s capabilities and judgment. For this to be effective, it requires an open-minded team ready to balance their own insights with those of experienced leaders.
- Mandate (MD): Reserved for critical situations where the potential for significant impact is high, mandates are non-negotiable directives. However, they should be used sparingly to prevent undermining team autonomy and motivation. When a mandate is provided, it’s crucial for leaders to provide context and learning opportunities to the team.
Fostering a Culture of Effective Feedback in Product Teams
Implementing this feedback framework is more than a process change; it’s about cultivating a culture where feedback is a tool for growth and innovation. Clearly categorizing feedback helps steer teams toward success while avoiding the pitfalls of misinterpreted instructions based on comments and suggestions.