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Learn MoreProduct Team Leadership: Lead Cross-Functional Teams
Product Team Leadership: Lead Cross-Functional Teams
Lead product trios, run rituals that work, resolve conflict, and scale high-performing cross-functional product teams
Role Play
Created byISO Horizon
Last updated 6/2026
English
What you'll learn
- Lead a product trio where PM, design, and engineering share ownership of outcomes
- Onboard onto a new product team in ninety days without crashing or overreaching
- Draft working agreements and decision-rights maps using RACI, DACI, and RAPID
- Run sprint planning, retrospectives, and product reviews that change behaviour
- Cascade mission, vision, and strategy into team-level OKRs that aren't theatre
- Give teams problems to solve instead of solutions to implement
- Resolve engineering pushback, design disagreements, and stakeholder overrides cleanly
- Use escalation and disagree-and-commit as deliberate tools, not personal failures
- Lead distributed product teams with asynchronous-first communication and rituals
- Scale from one squad to many using squad topologies and dependency management
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Course content
21 sections • 31 lectures
- What Product Team Leadership Actually Means6:35Open this lecture by reframing product leadership as influence without authority, the central idea that distinguishes product management from line management. Explain that the product manager does not own the people on the team, yet is accountable for the outcome the team produces, and that this tension is the defining feature of the role. Contrast formal authority, which flows through hierarchy and headcount, with earned authority, which flows through clarity, judgment, and follow-through. Lay out the three sources of leverage available to a product leader without direct reports: context-setting, decision facilitation, and trust-building. Use the analogy of a conductor who plays no instrument but shapes the entire performance through tempo, attention, and clear cues. Close by signalling that everything to follow — rituals, alignment, conflict, scaling — is a practical answer to one question: how do you get a group of talented professionals you do not manage to do the best work of their careers together.
- The Product Trio Model — PM, Design, Engineering6:52Walk the learner through the product trio, the three-person leadership core of a modern product squad consisting of a product manager, a design lead, and an engineering lead. Describe how each role brings a distinct lens — desirability from design, feasibility from engineering, and viability and value from product — and how decisions get sharper when all three lenses are present in the room from discovery through delivery. Show how the trio jointly owns the problem space, the solution space, and the delivery commitments, rather than the PM handing requirements down to design and engineering. Illustrate with a concrete example of a checkout flow redesign where each member of the trio shaped the outcome in ways the others could not have predicted. End by naming the cultural shift the trio implies: from "PM is the captain" to "PM is one of three captains."
- Shared Ownership Versus Individual Accountability7:48Tackle the apparent paradox at the heart of product teams — outcomes are owned by the whole team, yet individual accountability still matters. Define shared ownership as collective responsibility for the result a team is chasing, and individual accountability as personal responsibility for a specific contribution or decision. Explain how high-performing teams hold both simultaneously without one cannibalising the other. Use a worked example of a launch that missed its activation target, showing how a healthy team would diagnose the miss across discovery, design, engineering, and go-to-market without scapegoating any single function. Introduce the language of "we own the outcome, I own the call" and show how this phrasing keeps teams honest. Warn against two failure modes: diffuse accountability where nobody owns anything, and heroic accountability where one person owns everything and burns out.
- Healthy Tension Between the Three Disciplines6:27Reframe disagreement between PM, design, and engineering not as dysfunction but as a feature of the product trio working correctly. Explain that each discipline is paid to optimise for different signals — engineers for sustainability and craft, designers for user experience and coherence, product managers for business outcomes and tradeoffs — and that these signals are often in tension by design. Show that the goal is not to eliminate tension but to surface it early, debate it well, and decide quickly. Offer three markers of healthy tension: it is about the work and not the people, it produces better decisions than any one person would have made alone, and it leaves trust intact afterwards. Contrast this with unhealthy tension that festers in passive aggression, side conversations, or unilateral overrides. Use a vivid analogy comparing the trio to a trial, where the strongest case wins on merits, not on volume.
- Anti-Patterns — PM as Project Manager, Ticket Writer, or Mini-CEO7:29Spend this lecture diagnosing the three most common ways product leadership goes wrong. The project manager anti-pattern reduces the PM to a coordinator of dates and dependencies, stripping out strategic judgment and leaving design and engineering without a real product partner. The ticket writer anti-pattern collapses the role into translating decisions made elsewhere into JIRA cards, which trains the team to wait for instructions rather than think for themselves. The mini-CEO anti-pattern inflates the role into an unaccountable decision-maker who overrides specialists in their own craft, breeding resentment and learned helplessness. For each, describe the symptoms a learner can spot in their own behaviour, the organisational pressures that create the pattern, and a practical reframe toward genuine product leadership. End on the idea that you can tell a real product leader by what they refuse to do, not just by what they do.
- Section 1 Quiz: The Product Trio and How Leadership Really Works
- Roleplay: The Product Trio and How Leadership Really Works
- Onboarding Onto a New Product Team9:13Guide the learner through the first ninety days on a product team they have just joined, framing it as a structured listening exercise rather than a hero arrival. Outline a three-phase progression: understand, contribute, and lead. In the understand phase, the new product leader meets every member of the trio one-to-one, reads the last two quarters of decisions, customer research, and incident reports, and resists the urge to propose changes. In the contribute phase, they begin shaping smaller decisions and earning credibility through visible follow-through on commitments. In the lead phase, they take ownership of strategy and direction, having earned the right through demonstrated context. Emphasise the cardinal rule that respect transfers slowly across teams even when titles transfer instantly, and that nothing tanks a new product leader faster than confident opinions without grounded context.
- Working Agreements That Actually Get Used6:55Define a working agreement as an explicit, written set of norms that a team chooses for itself about how it will collaborate, decide, and resolve friction. Distinguish working agreements from corporate values, which are typically imposed from above, and from process documents, which describe mechanics rather than behaviours. Walk through the categories a good working agreement covers — communication channels and response expectations, meeting hygiene, decision protocols, disagreement norms, and how the team handles being stuck. Show how to facilitate a ninety-minute session to draft one from scratch, including the rule that any norm must be specific enough that a violation is visible. Stress the maintenance burden: working agreements that are never revisited become wallpaper, while ones revisited quarterly stay alive and shape culture.
- Decision Rights — RACI, DACI, and RAPID Compared8:34Equip the learner with three named frameworks for clarifying who decides what on a product team. Define RACI in terms of Responsible, Accountable, Consulted, and Informed roles, and explain its strength in operational work and its weakness in fast-moving product decisions where the accountable role can become a bottleneck. Define DACI in terms of Driver, Approver, Contributors, and Informed, and show why it fits product decisions better by separating the person who runs the decision process from the person who blesses it. Define RAPID in terms of Recommend, Agree, Perform, Input, and Decide, and highlight its precision in cross-functional decisions where disagreement is likely. Provide a concrete worked example of a pricing change and map each role onto each framework. Close by recommending the team pick one framework, use it consistently, and avoid framework collisions across squads.
- Psychological Safety for Productive Disagreement6:42Anchor this lecture in the research distinction between psychological safety and niceness. Psychological safety is the shared belief that the team is safe for interpersonal risk-taking — disagreement, admission of error, raising bad news — and is the single strongest predictor of team effectiveness in cross-functional work. Niceness, by contrast, suppresses disagreement and is corrosive to product outcomes. Walk the learner through specific behaviours a product leader can adopt to build safety: naming their own mistakes publicly, thanking the bearer of bad news, separating the idea from the person in critique, and inviting dissent by name rather than waiting for it to surface. Explain the danger of false safety, where the team appears calm because uncomfortable truths are simply not spoken. Offer signals to watch for, such as silence after a proposal or the same one or two voices dominating every meeting.
- Roles, Responsibilities, and the Hand-Off Map9:31Help the learner draw an explicit map of who does what across the product lifecycle on their team, from problem discovery through delivery and learning. Argue that ambiguity about roles is one of the most common sources of low-grade conflict in product teams, and that most disputes about scope are actually unspoken disputes about roles. Walk through a sample hand-off map that traces a feature from customer signal through opportunity sizing, solution design, technical scoping, build, launch, and measurement, naming which role drives each stage and which roles must be consulted. Stress that the map is a default, not a contract — the team can override it for any specific case, but the override should be explicit. End by noting that the hand-off map is also a powerful onboarding artefact for any new joiner.
- Section 2 Quiz: Forming and Norming a Product Team
- Roleplay: Forming and Norming a Product Team
- Sprint Planning When Sprints Make Sense7:53Open by clarifying that sprint planning is a tool, not a default, and that it serves teams whose work fits into predictable two-week chunks with stable scope. Describe what a strong sprint planning session looks like: the trio arrives with a prioritised list of opportunities, engineering brings rough capacity, design brings readiness signals, and the team commits only to what they can defend. Explain the three failure modes of poor sprint planning — overcommitment driven by optimism, undercommitment driven by sandbagging, and scope ambiguity driven by rushed framing — and how each shows up in the next sprint review. Use the analogy of a kitchen prep before service: the goal is not to predict every order, but to be ready to execute whichever ones come. End with a checklist of what every sprint planning session should produce: a committed scope, a clear definition of done, and named owners for any open questions.
- When Sprints Don't Fit — Continuous and Cadence Models7:15Counterbalance the previous lecture by examining the teams for which sprints are a poor fit and the alternatives that work better. Continuous delivery teams release whenever the work is ready and run on flow metrics like cycle time and throughput rather than sprint commitments. Cadence-based teams run on a weekly or biweekly rhythm of demos and planning without locking scope into fixed boxes. Discovery-heavy teams may need an even longer horizon, running on research cycles measured in weeks rather than days. Walk through the diagnostic questions a product leader should ask before adopting any cadence: how variable is the work, how often does scope change mid-flight, how much of the team's value comes from learning versus shipping. Warn against cargo-culting Scrum into contexts where it actively harms the work.
- Retrospectives That Change Behaviour7:03Define a retrospective as a structured pause in which the team examines its own ways of working and commits to specific changes. Argue that most retrospectives fail not because the format is wrong but because nothing actually changes afterwards, and trace this failure to vague commitments, no owner, no follow-up, and no link to the next cycle. Walk through three formats that work in practice — what went well, what didn't, what we'll change; start, stop, continue; and the timeline retrospective for major launches — with a clear sense of when each fits. Stress that a retrospective is a behaviour-change ritual, and that its success is measured by the durability of the changes it produces, not by the warmth of the conversation it generates. End with the discipline of carrying one or two retro commitments into the next planning session as visible work.
- Product Reviews That Surface Truth8:56Distinguish a product review from a status update. A product review is a forum in which the team shows the actual state of the product to stakeholders, invites scrutiny, and adjusts direction based on what surfaces. A status update merely reports progress against a plan. Walk through the elements of a strong product review: a clear narrative arc tying the work to a customer problem, demonstrations of the product itself rather than slides about the product, candid acknowledgement of what is not working, and explicit asks of the audience. Address the cultural prerequisite — leaders who reward honest reviews and do not punish bad news. Use a comparison with theatre dress rehearsals: the goal is to find the cracks before the audience does, not to perform a polished illusion.
- One-to-Ones With Cross-Functional Partners7:09Reframe the one-to-one as the highest-leverage meeting in a product leader's calendar, especially with the design and engineering leads they partner with daily. Distinguish these from manager one-to-ones, which exist for career growth and feedback, by clarifying that cross-functional one-to-ones exist to build trust, surface friction early, and align on direction before it becomes a public disagreement. Offer a simple structure — what is on your mind, what is on mine, what should we decide together — and stress that the cadence should match the pace of the work, typically weekly. Discuss the danger of these meetings becoming status check-ins and how to actively redirect them toward harder conversations. Close on the principle that the strongest product teams are built one trusting relationship at a time, not through company-wide programmes.
- Killing Meetings That Don't Serve the Team8:16Give the learner permission and a method to remove meetings that have outlived their purpose. Walk through a meeting audit: for every recurring meeting on the team's calendar, name the decision it produces, the audience that needs to be present, and what would break if it were cancelled for one month. Argue that meetings tend to accumulate by default and decay by neglect, becoming zombie rituals that consume attention without producing value. Offer four specific moves: cancel the meeting outright, shorten it, change the attendee list, or convert it to an asynchronous update. Address the political reality that some meetings exist for stakeholder comfort rather than team productivity, and discuss how to negotiate those reductions with care. End with the rule that meeting load is a leadership choice, not a force of nature.
- Section 3 Quiz: Running Rituals That Earn Their Time
- Roleplay: Running Rituals That Earn Their Time
- The Alignment-Autonomy Tradeoff7:15Frame the central operating tension of any scaling product organisation as the balance between alignment and autonomy. Define alignment as the degree to which teams across the organisation are pulling in the same direction, and autonomy as the degree to which any single team can make decisions without external approval. Argue that these are not opposites but inputs to the same equation, and that high-performing organisations achieve high alignment and high autonomy simultaneously by investing heavily in shared context. Walk through the failure modes at each extreme — high alignment with low autonomy produces bureaucratic stagnation, and high autonomy with low alignment produces brilliant but uncoordinated work that cancels itself out. Use the analogy of a flock of birds turning in unison without a central commander, and identify the conditions that make such coordination possible.
- Mission, Vision, and Strategy Cascades7:55Define the three nested layers of organisational context that product teams need to operate independently. The mission is the enduring purpose of the company, rarely changing and measured in years or decades. The vision is the picture of the future the company is working toward, measured in three to five years and refreshed when material reality shifts. The strategy is the chosen approach for the next horizon, typically twelve to eighteen months, and consists of bets and tradeoffs that can be falsified. Walk through how each layer cascades down to product teams: mission shapes which problems the team takes seriously, vision shapes the longer arc the team is contributing to, and strategy shapes the work the team takes on this quarter. Stress that the cascade only works if leaders communicate it relentlessly and consistently, because what is said once is rarely understood.
- Team-Level OKRs That Aren't Theatre7:34Tackle the most abused planning artefact in product organisations — team-level objectives and key results. Define an objective as a qualitative statement of what the team will achieve and a key result as a measurable outcome that proves the objective happened. Distinguish outcome key results, which measure changes in the world such as activation rate or retention, from output key results, which merely measure work completed. Argue that the latter are theatre and erode trust over time. Walk through the discipline of writing two or three objectives per team per quarter with three to five key results each, choosing measures the team can genuinely move, and refusing to assign more than the team can hold. Address the common dysfunctions: cascading OKRs from above with no team input, grading them as performance metrics, and changing them mid-cycle to manufacture wins.
- Giving Teams Problems Instead of Solutions6:04Articulate the principle that product leaders should hand teams problems to solve rather than solutions to implement. Explain that the moment a team is told what to build, they stop thinking about why and start optimising for delivery, losing the most valuable thing they can contribute — judgment about what actually solves the problem. Walk through the components of a well-framed problem brief: the customer or business problem in plain language, the constraints the solution must respect, the success measure that proves the problem is solved, and the boundaries of the team's mandate. Use a worked example of a churn reduction problem handed to a team with three plausible solutions, and contrast the team's likely output against the same team being told to build one of those solutions outright. End with the leadership discipline of resisting the urge to share your favourite solution, even when you have one in mind.
- Setting Context So Teams Decide Well8:27Define context-setting as the practice of equipping teams with the information, principles, and judgment they need to make decisions without escalating each one upward. Argue that context is the inverse of process: where process tells a team exactly what to do, context tells them why and lets them work out what. Walk through the categories of context a product team needs to decide well — customer evidence, business model dynamics, competitive landscape, technical constraints, organisational priorities, and the leader's own decision principles. Show how context degrades when leaders communicate it only once or only in writing, and how it is rebuilt through repetition across many channels and many conversations. Close on the idea that a product leader's job is increasingly to be a context broadcaster, not a decision bottleneck.
- Section 4 Quiz: Alignment, Autonomy, and Giving Teams Problems
- Roleplay: Alignment, Autonomy, and Giving Teams Problems
- Engineering Pushback on Priorities8:19Walk through the most common form of trio conflict — engineering challenging the priority or feasibility of the work the product manager wants to pursue. Reframe pushback as a signal of engaged engineers rather than obstruction, and distinguish three flavours: factual pushback grounded in technical reality, judgment pushback grounded in differing assessments of risk or value, and trust pushback grounded in past experiences of being overridden. Each requires a different response. For factual pushback, the PM listens and updates. For judgment pushback, the trio debates openly and one party concedes on merits. For trust pushback, the PM addresses the underlying trust deficit before relitigating the specific decision. Provide language a product leader can use in each case, and warn against the temptation to win the argument when the real prize is the relationship.
- Design Disagreements on Direction7:48Address disagreements between product and design about the direction of the work, which tend to be subtler than engineering conflicts because they often involve taste rather than facts. Distinguish three sources: misaligned framing of the customer problem, divergent reading of customer research, and differing aesthetic instincts. The first two are resolvable through joint research and shared evidence. The third is the genuinely hard case and requires both parties to be honest about the limits of their craft. Argue that a product leader should defer to design on craft decisions within an agreed problem frame, and that design should defer to product on which problem to solve. Walk through a worked example in which the PM and the design lead disagreed on a navigation pattern and resolved it through usability testing rather than seniority. End on the principle that the loudest voice should never win a design call.
- Stakeholder Overrides and How to Absorb Them6:44Confront a recurring reality of product leadership — a senior stakeholder overrides the team's decision on a feature, a priority, or a launch date. Frame this honestly rather than pretending it never happens. Walk through the three questions to ask before reacting: is the override grounded in information the team did not have, is it grounded in a strategic judgment that outranks the team's view, or is it grounded in personal preference. Each demands a different response, ranging from incorporating new information through to surfacing the override and its costs explicitly. Address the cultural damage that quiet, repeated overrides inflict on team agency, and the leadership courage required to push back diplomatically. End with the principle that the product leader's job is to protect the team's ability to do their best work, which sometimes means absorbing pressure rather than passing it through.
- Escalation as a Tool, Not a Failure7:01Reframe escalation, which most product leaders treat as a personal failure, as a healthy tool when used deliberately. Define escalation as the act of asking a more senior decision-maker to resolve a question the team cannot resolve at its level, typically because the decision spans multiple teams or sets a precedent. Distinguish good escalation, which is timely, framed cleanly, and accompanied by a recommendation, from bad escalation, which is late, vague, or used as a weapon against a colleague. Walk through the etiquette of escalation: brief the other parties first, share the question and not just your position, and accept the outcome cleanly. Address the toxic alternative — passive aggression, side conversations, and quiet sabotage — that takes root in teams that cannot escalate well. End on the line that the strongest teams escalate often and openly, and trust each other more for it.
- Disagree and Commit as Team Practice8:22Introduce disagree and commit as a working principle that distinguishes mature product teams from immature ones. Define it as the practice in which team members voice their disagreement fully during the decision process, then commit fully to the decided direction once the call is made, including in their public behaviour. Argue that the principle protects two goods that are often in tension — the quality of the decision, which benefits from dissent, and the execution of the decision, which suffers from half-hearted compliance. Walk through the behavioural markers of healthy disagree and commit: the dissenter does not relitigate the decision after the fact, does not signal their disagreement to the team through tone or effort, and does flag if new evidence emerges that should reopen the call. Contrast with the failure mode of false commitment, in which the team appears aligned but executes with reservation.
- Section 5 Quiz: Conflict, Escalation, and Disagreement
- Roleplay: Conflict, Escalation, and Disagreement
- Leading Distributed and Remote Product Teams8:43Address the specific demands of leading product teams whose members are spread across cities, countries, or time zones. Argue that distributed work magnifies every existing weakness in a team's communication and decision practices, and that the patterns that hold a co-located team together through proximity must be made explicit in a distributed team. Walk through three foundational shifts: from synchronous default to asynchronous default, from verbal context to written context, and from meetings as the primary forum to documents as the primary forum. Cover the rituals that gain importance in distributed teams — written decision logs, clear time zone protocols, asynchronous reviews — and the rituals that lose importance, such as long shared meetings. Discuss the trust deficit that distance introduces and the deliberate investments required to close it, including periodic in-person gatherings and richer one-to-one cadence.
- Scaling From One Squad to Many8:14Walk through the qualitative change that happens when a product organisation grows from a single trio to multiple squads. Argue that the failure mode at this transition is to keep treating each squad independently, leading to duplicate work, conflicting roadmaps, and incoherent customer experience. Introduce the concept of squad topology — the deliberate choice of how squads are bounded, what each squad owns, and how they coordinate at the seams. Walk through three common topologies: feature squads aligned to user flows, platform squads owning shared capabilities, and journey squads owning end-to-end customer outcomes. Discuss the coordination mechanisms that make multi-squad organisations work — shared OKRs, regular cross-squad forums, and a thin coordination layer at the product leadership level. End on the warning that scaling without topology produces chaos faster than scaling with the wrong topology.
- Cross-Squad Dependencies and Coordination8:21Tackle the recurring problem of dependencies between squads, which is the single most common source of slipped commitments in scaled product organisations. Define a dependency as any piece of work that one squad needs another squad to do before they can ship their own work. Walk through the diagnostic question every product leader should ask when a dependency surfaces: should this dependency exist at all, or does it signal a poorly drawn squad boundary. Where dependencies are genuine, walk through three coordination patterns — explicit contracts between squads, embedded contributors who move temporarily, and shared platform investment that removes the dependency over time. Discuss the cultural risk of dependency theatre, in which squads list dependencies in roadmaps as excuses for non-delivery rather than as problems to solve. Close on the principle that the best product organisations design dependencies out rather than coordinate them better.
- Building a Product Team Culture That Lasts9:29Define product team culture as the set of behaviours that a team consistently rewards and the behaviours it consistently does not tolerate, regardless of what its stated values say. Argue that culture is shaped far more by what leaders do under stress than by what they say in calm moments, and that a single high-profile decision can do more for culture than a year of internal communication. Walk through the cultural choices that distinguish strong product teams: how they handle bad news, how they respond to missed commitments, how they treat the most junior voice in the room, and how they balance customer focus against business pressure. Discuss the role of stories — the foundational anecdotes that get retold and shape behaviour years later — and the responsibility a product leader has to create stories worth retelling. End on the durability question: the cultures that survive leadership transitions are those embedded in habits, not personalities.
- Attracting and Retaining Strong Product Talent9:02Close the course by examining how the conditions a product leader creates shape the team's ability to attract and keep strong product talent. Argue that the strongest signal candidates use when joining a product team is the quality of the work, followed closely by the quality of the people they would work with daily, with compensation and title further down the list than most recruiters admit. Walk through the levers a product leader controls: the meaningfulness of the problems the team takes on, the autonomy with which the team operates, the visibility of the team's impact, and the growth trajectory available to each individual. Address the retention question with equal honesty — people leave product teams when they stop learning, stop feeling impact, or lose trust in leadership, and each of these is largely within the product leader's influence. End the course on the line that you do not retain people, you create the conditions under which they choose to stay.
- Section 6 Quiz: Distributed Teams, Scaling, and Culture
- Roleplay: Distributed Teams, Scaling, and Culture
Requirements
- Some exposure to product work such as running a feature or owning part of a roadmap
- Familiarity with the basic vocabulary of agile, sprints, and cross-functional teams
- Willingness to lead without formal authority over teammates
- Comfort with ambiguity and decisions made under incomplete information
- Openness to examining your own behaviour as a source of team dysfunction
Description
This course contains the use of artificial intelligence.
Leading a product team is one of the strangest jobs in modern business. You are accountable for outcomes you cannot dictate, working with talented engineers and designers who do not report to you, surrounded by stakeholders with their own agendas, and judged on a result that emerges from a hundred decisions you only partially controlled. The leaders who thrive in this environment are not the ones with the loudest opinions or the cleanest roadmaps — they are the ones who have learned a specific craft of influence, alignment, and collaborative decision-making that almost nobody is taught explicitly.
This course teaches that craft from the ground up. You will master the product trio model and learn how product managers, design leads, and engineering leads share ownership of outcomes while preserving individual accountability. You will learn to onboard onto a new team without crashing, draft working agreements that actually shape behaviour, and apply decision-rights frameworks like RACI, DACI, and RAPID to remove the ambiguity that fuels most product team conflict. You will design product rituals that earn their time — sprint planning, retrospectives, product reviews, cross-functional one-to-ones — and learn to ruthlessly kill the ones that do not. Whole sections are devoted to the alignment-autonomy tradeoff, cascading mission, vision, and strategy into team-level OKRs, and the discipline of giving teams problems to solve rather than solutions to implement.
The course is built for product managers leading squads they do not formally manage, product leaders coaching other PMs, engineering managers partnering with product, and design leads operating inside product trios. You should come with some exposure to product work — running a feature, attending sprints, owning a roadmap — but no prior leadership experience is required. By the end you will know how to handle engineering pushback, design disagreements, stakeholder overrides, and escalation in ways that strengthen trust rather than damaging it, and how to scale all of this from a single squad to many.
What sets this course apart is its honesty about how product leadership actually works inside real organisations, including the political dynamics most courses politely ignore. Every framework is paired with the failure mode it tends to produce and the leadership move that corrects it. If you are ready to stop being a project manager with a product title and start leading product teams that ship work you are proud of, enrol now and begin.
Who this course is for:
- Product managers leading cross-functional squads they do not formally manage
- Senior PMs and product leaders coaching other product managers
- Engineering managers who partner with product and want a shared playbook
- Design leads operating inside product trios who shape team direction
- Founders and operators building or restructuring their first product teams