Relationships take time, whether we’re talking about work ones or personal. And trust and respect are an integral part of them.
It takes time, multiple situations, interactions, projects worked together, consistency, dedication, empathy, understanding and the list goes on.
And because of this interesting twist that you can only get them by earning them, there is no point in demanding.
I think the times when I was most convincing and persuasive is not when I focused on convincing the team or the stakeholder, but when I made sure that they have all the knowledge and are aware of the context.
Most of the time asking the right questions and providing all the insights you have wins the decision for you. It does for me at least.
I generally am for productive conflict situations. Interesting things come out of debates where people also put passion into what they are standing for.
What is also interesting is that by challenging the team in these debates you indirectly transfer part of your way of seeing the problem.
The more your team is exposed to this, the more familiar your colleagues are with how you approach the problem, what questions do you usually ask, what concerns do you usually have and so on.
In a way, the more you expose your thinking to your team, the more redundant you become.
The magic always happens outside the comfort zone. Walking on someone else’s path also provides the bad kind of comfort.
As a product person, in any brave endeavour there will be a fair amount of risk. The lack of that risk in what you are doing or working on should trigger a warning for you.
It might be you walk on someone else’s path.
As a product person, you ideally have both leadership and management skills. Because the job requires you use and balance both, but authority is not granted/given for either. It must be earned.
Leading means looking ahead and defining the destination. Managing means helping the team to get there.