Whilst the world of product continues to espouse theory, seminars, training and hefty tomes on process, one aspect remains timeless and paramount: effective leadership. However, the definition of effective leadership has undergone a significant transformation. Today, it’s not just about making decisions and driving results; it’s about understanding and harnessing the power of emotions. The gurus agree (for example Marty Sagan on culture and empowered teams) that it is PEOPLE that will ultimately drive results. Over the past few years the world of work has undergone such upheaval that we need to now pay more attention than ever to understanding those we work with. Not only is this important for humanity as we adjust to a post COVID world but also to how we drive empathy in building products, run our teams and ultimately care about product AND people outcomes.
Understanding Emotional Intelligence (EI)
Emotional intelligence, as defined by Daniel Goleman, encompasses a set of skills including self-awareness, self-regulation, motivation, empathy, and social skills. These skills are not only crucial in personal interactions but also instrumental in driving success in the professional realm, especially in leadership roles. As if it was not enough that product leaders should be across ever evolving innovations and technical solutions, processes and ways of working that they should now also seek to understand the more human aspect of leadership. But it is essential. As global challenges unfold, product leaders have a duty to their people and teams to lean in to understanding what drives, scares, motivates and helps their people.
The Impact of EI on Product Leadership
1. Enhanced Communication: Effective communication lies at the heart of successful product development. Leaders with high emotional intelligence possess the ability to articulate their vision clearly, actively listen to their team members, and provide constructive feedback. By fostering an environment of open communication, they empower their teams to collaborate effectively towards common goals. Teams will always remember a manager who is able to listen, get ideas across clearly and take time to hear the various viewpoints raised by the team.
2. Building Trust and Loyalty: Trust is the cornerstone of any successful team. Leaders who demonstrate empathy and understanding build trust among their team members. Google’s Project Aristotle revealed that psychological safety, which is closely linked to emotional intelligence, is the key to high-performing teams. Leaders who prioritise psychological safety foster an environment where team members feel comfortable expressing their ideas and taking calculated risks. This presents a unique challenge for CPOs or VPs of Product. Often they are torn between the commercial needs of the organisation, the CEO and the board and of course the troops on the ground – their teams. Being able to be honest and trustworthy in the face of all these challenges is a unique skill honed after many years of being in tough situations. Strive for respectful decision making and early clarity.
3. Effective Decision Making: Emotional intelligence enables leaders to make informed decisions by considering both rational analysis and emotional factors. They understand the impact of their decisions on individuals and the team as a whole, leading to more thoughtful and inclusive decision-making processes. If you’re able to be concise in your storytelling then the time to understanding across your teams and org will be reduced meaning that they can quickly pivot, absorb the information, trust you and move on. The longer you leave the tough decisions, the greater the feeling of uncertainty and doubt in the minds of your colleagues.
4. Resilience in the Face of Challenges: The product development journey is fraught with challenges and setbacks. Leaders with high emotional intelligence exhibit resilience in navigating these obstacles. They remain calm under pressure, adapt to change, and inspire their teams to persevere towards the ultimate goal. Easier said than done! But sometimes your calm can have a wonderful effect on your teams leading to less stress, better outcomes and a more stable working environment. I recall a few years ago I received a stressed call from a colleague. She felt that she had to feed back to a client no matter what. It was Friday, 3pm. I told her the solution – close your laptop. Bemused she asked what I meant. I told her that we were not saving babies and that the quandary could wait until Monday. The earth didn’t shatter and the matter was resolved without fuss a few days later.
Emotional intelligence is not just a desirable trait; it’s a fundamental aspect of effective product leadership. By honing their emotional intelligence skills, product leaders can inspire their teams, foster innovation, and drive sustainable growth. True leadership transcends mere management—it’s about understanding and connecting with people on a deeper level.
For further reading on the role of emotional intelligence in leadership, I recommend Daniel Goleman’s seminal work, “Emotional Intelligence: Why It Can Matter More Than IQ,” and Travis Bradberry’s “Emotional Intelligence 2.0.“