Role of Leadership in Transformations

Show notes

Topics We Cover:

  • Why teams finish discovery training… and then nothing changes
  • The missing piece in most transformations: leadership habits
  • The organizational friction that shows up when teams start interviewing customers
  • How outdated “my job is to tell teams what to build” mindsets hold companies back
  • Why hierarchy clashes with modern product practices (and why “all ideas come equal”)
  • Why product culture has to be intentionally created, not assumed
  • The leadership skills gap — most product leaders never learned continuous discovery themselves
  • How pilot teams surface hidden organizational obstacles and trigger the corporate “immune system”
  • A look at Petra’s Product Leadership Wheel and why orgs need clearer expectations for product leaders
  • Teresa & Hope’s new Product Operating Model guide
  • A preview of the Discovery Habits Toolbox and how it supports leaders coaching discovery teams

Key Takeaways:

  • Skills training isn’t enough. If leaders still manage through feature requests and roadmaps, teams will abandon discovery — even if they loved the training.
  • Leaders need training too. They must know how to evaluate discovery work, how to talk about outcomes, and how to create rituals that reinforce new habits.
  • Discovery uncovers conflicts. Sales, account management, stakeholders, and execs all feel impacted when teams start bringing real customer evidence to the table.
  • Product leadership is a craft. It requires clarity, systems, and cultural stewardship — not just seniority.
  • Transformations should start with leaders and pilot teams, because that’s where the hidden blockers surface.

Resources & Links:

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