CPO coaching often uncovers frustrations regarding politics within C-level peers. These frustrations arise when product leaders, who come from a technical background, encounter resistance due to their focus on rational, data-driven strategies. The term 'politics' implies a distaste for navigating complex interpersonal dynamics in leadership. Instead, if reframed as 'advocacy', it highlights the importance of understanding organizational behavior and building alliances. Acknowledging the differences between technical and go-to-market perspectives is crucial for CPOs to make meaningful contributions and enhance their leadership effectiveness in the executive suite.
In the world of C-level leadership, what many call "politics" could be better framed as "advocacy," focusing on building alliances and getting things done.
Product leaders must recognize that their technical background creates biases, which can lead to misunderstandings in the broader context of executive decision-making.
The assumptions made by product and engineering leaders often clash with the reality of C-level dynamics, where the focus is more on immediate business outcomes than idealistic, long-term planning.
To thrive in executive roles, CPOs need to adapt, learn the language of their peers, and recognize that their rational, data-driven approach may not resonate as expected.
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