Kevin Rose, the Digg co-founder and venture capitalist, once said, “A team aligned behind a vision will move mountains.” This statement is true. To build a successful product, you have to navigate through the uncertainties, and to do that, you’ll need a clear product vision.
When you have a development team aligned with the product vision, communication becomes easier and reliance on key stakeholders is less, as it empowers team members with decision-making capability. These teams think more about improving feature adoption, customer engagement, and delivering product-centric results, which reduces iterations and production costs, sharpens time-to-market, and market and helps achieve business milestones.
Just consider the COVID-19 pandemic. Startups have suffered due to communication overhead, high attrition rates, low morale, and productivity issues.
TechCrunch+ is hosting an Independence Day sale! Save 50% on an annual subscription here.
(More info on TechCrunch+ here if you need it!)
However, startups with aligned product teams maintained productivity and inspired innovation like they did before, because they understood the “why” of creating a product.
The success of a product depends on the commitment of the team that builds it.
I’ve built about 30 startup products over the past 16 years and managed product teams ranging from three people to 150. Based on that experience, I’ve created four rules that I always follow for my teams to products remain aligned with the product. vision.
Map individual aspirations with product needs
The success of a product depends on the commitment of the team that builds it. In order to hit milestones, you need talented people who are as committed to the product vision as you are, or you might end up with people with skills but no sense of ownership.
To prevent this from happening, you need to look at each individual’s aspirations and compare them with what the product needs. You have to maintain a fine balance between the two to improve the team’s rating without compromising the level of commitment by an inch.
That’s what I do when interacting with developers. I always try to understand what developers want to do and how they see growth.
I often get comments like:
- I want to learn the priming process.
- I want to learn new technologies.
- I want to manage the scaling of a product.
- I want to become a full stack engineer.
- I want to be exposed to an architectural model like microservices.
Keeping track of and responding to these aspirations makes it easier to build product teams with high morale, high engagement, and better alignment with the product vision. At the same time, individuals begin to cultivate a sense of ownership of the product. These teams are unaffected by uncertain times and face minimal attrition issues.