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What is it about the top tech product companies such as Amazon, Apple, Google, Netflix and Tesla that enables their record of consistent innovation?  

Most people think it’s because these companies are somehow able to find and attract a level of talent that makes this innovation possible. But the real advantage these companies have is not so much who they hire, but rather how they enable their people to work together to solve hard problems and create extraordinary products. 

As legendary Silicon Valley coach--and coach to the founders of several of today’s leading tech companies--Bill Campbell said, “Leadership is about recognizing that there's a greatness in everyone, and your job is to create an environment where that greatness can emerge.” 

The goal of EMPOWERED is to provide you, as a leader of product management, product design, or engineering, with everything you’ll need to create just such an environment. 

As partners at The Silicon Valley Product Group, Marty Cagan and Chris Jones have long worked to reveal the best practices of the most consistently innovative companies in the world. A natural companion to the bestseller INSPIRED, EMPOWERED tackles head-on the reason why most companies fail to truly leverage the potential of their people to innovate: product leadership. 

The book covers:

  • what it means to be an empowered product team, and how this is different from the “feature teams” used by most companies to build technology products
  • recruiting and coaching the members of product teams, first to competence, and then to reach their potential
  • creating an inspiring product vision along with an insights-driven product strategy
  • translating that strategy into action by empowering teams with specific objectives—problems to solve—rather than features to build
  • redefining the relationship of the product teams to the rest of the company
  • detailing the changes necessary to effectively and successfully transform your organization to truly empowered product teams

EMPOWERED puts decades of lessons learned from the best leaders of the top technology companies in your hand as a guide. It shows you how to become the leader your team and company needs to not only survive but thrive.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright
  4. Dedication
  5. PART I: Lessons from Top Tech Companies
    1. Note
    2. CHAPTER 1: Behind Every Great Company
    3. The Role of Technology
    4. Strong Product Leadership
    5. Empowered Product Teams
    6. Notes
    7. CHAPTER 2: The Role of Technology
    8. Notes
    9. CHAPTER 3: Strong Product Leadership
    10. The Role of Leadership—Inspiration
    11. The Role of Management—Execution
    12. Note
    13. CHAPTER 4: Empowered Product Teams
    14. CHAPTER 5: Leadership in Action
    15. CHAPTER 6: A Guide to EMPOWERED
    16. Who This Book Is For
    17. How This Book Is Organized
  6. PART II: Coaching
    1. CHAPTER 7: The Coaching Mindset
    2. Developing People Is Job #1
    3. Empowering People Produces the Best Results
    4. Beware Your Own Insecurities
    5. Cultivate Diverse Points of View
    6. Seek Out Teaching Moments
    7. Continually Earn the Trust of Your Team
    8. Have the Courage to Correct Mistakes
    9. CHAPTER 8: The Assessment
    10. People, Process, and Product
    11. The Gap Analysis
    12. The Coaching Plan
    13. CHAPTER 9: The Coaching Plan
    14. Product Knowledge
    15. Process Skills and Techniques
    16. People Skills and Responsibilities
    17. Notes
    18. CHAPTER 10: The One‐on‐One
    19. Keys to Effective One‐on‐Ones
    20. Anti‐Patterns
    21. Summary
    22. CHAPTER 11: The Written Narrative
    23. Note
    24. CHAPTER 12: Strategic Context
    25. Company Mission
    26. Company Scorecard
    27. Company Objectives
    28. Product Vision and Principles
    29. Team Topology
    30. Product Strategy
    31. CHAPTER 13: Sense of Ownership
    32. Notes
    33. CHAPTER 14: Managing Time
    34. CHAPTER 15: Thinking
    35. CHAPTER 16: Team Collaboration
    36. Note
    37. CHAPTER 17: Stakeholder Collaboration
    38. CHAPTER 18: Imposter Syndrome
    39. CHAPTER 19: Customer‐Centricity
    40. Notes
    41. CHAPTER 20: Integrity
    42. Dependability
    43. The Company's Best Interests
    44. Accountability
    45. CHAPTER 21: Decisions
    46. Right‐Size Decision Analysis
    47. Collaboration‐Based Decision Making
    48. Resolving Disagreements
    49. Transparency
    50. Disagree and Commit
    51. Note
    52. CHAPTER 22: Effective Meetings
    53. Communication
    54. Decisions
    55. Problem Solving
    56. Organizing Effective Meetings
    57. CHAPTER 23: Ethics
    58. Note
    59. CHAPTER 24: Happiness
    60. Meaningful Work
    61. Personal Relationship
    62. Personal Recognition
    63. Work Habits
    64. Modeling Good Behaviors
    65. Career Planning
    66. Note
    67. CHAPTER 25: Leader Profile: Lisa Kavanaugh
    68. Path to Leadership
    69. Leadership in Action
  7. PART III: Staffing
    1. Note
    2. CHAPTER 26: Competence and Character
    3. Competence
    4. Character
    5. Notes
    6. CHAPTER 27: Recruiting
    7. Note
    8. CHAPTER 28: Interviewing
    9. Note
    10. CHAPTER 29: Hiring
    11. Note
    12. CHAPTER 30: Remote Employees
    13. Artifacts
    14. Trust
    15. Time
    16. Note
    17. CHAPTER 31: Onboarding
    18. CHAPTER 32: New Employee Bootcamp
    19. CHAPTER 33: Performance Reviews
    20. CHAPTER 34: Terminating
    21. CHAPTER 35: Promoting
    22. CHAPTER 36: Leader Profile: April Underwood
    23. Path to Leadership
    24. Leadership in Action
  8. PART IV: Product Vision and Principles
    1. Note
    2. CHAPTER 37: Creating a Compelling Vision
    3. Customer‐Centric
    4. North Star
    5. Scope and Timeframe
    6. Leveraging Industry Trends
    7. CHAPTER 38: Sharing the Product Vision
    8. Communicating the Product Vision
    9. Validating the Product Vision
    10. Product Vision as a Recruiting Tool
    11. Product Vision as an Evangelism Tool
    12. CHAPTER 39: Product Principles and Ethics
    13. Note
    14. CHAPTER 40: Leader Profile: Audrey Crane
    15. Path to Leadership
    16. Leadership in Action
    17. Note
  9. PART V: Team Topology
    1. Note
    2. CHAPTER 41: Optimizing for Empowerment
    3. Ownership
    4. Autonomy
    5. Alignment
    6. CHAPTER 42: Team Types
    7. Platform Teams
    8. Experience Teams
    9. CHAPTER 43: Empowering Platform Teams
    10. Shared Team Objectives
    11. Platform‐as‐a‐Product Objectives
    12. Note
    13. CHAPTER 44: Empowering Experience Teams
    14. Media Product
    15. E‐Commerce Product
    16. Enterprise Product
    17. Marketplace Product
    18. Customer‐Enabling Product
    19. CHAPTER 45: Topology and Proximity
    20. Optimizing for the Product Team
    21. CHAPTER 46: Topology Evolution
    22. Evolving a Topology
    23. Topology Warning Signs
    24. CHAPTER 47: Leader Profile: Debby Meredith
    25. Path to Leadership
    26. Leadership in Action
  10. PART VI: Product Strategy
    1. Notes
    2. CHAPTER 48: Focus
    3. Notes
    4. CHAPTER 49: Insights
    5. Quantitative Insights
    6. Qualitative Insights
    7. Technology Insights
    8. Industry Insights
    9. Shared Learnings
    10. Note
    11. CHAPTER 50: Actions
    12. CHAPTER 51: Management
    13. CHAPTER 52: Leader Profile: Shan‐Lyn Ma
    14. Path to Leadership
    15. Leadership in Action
  11. PART VII: Team Objectives
    1. CHAPTER 53: Empowerment
    2. Assigning Problems to Solve, Rather Than Features to Build
    3. Sharing Strategic Context
    4. CHAPTER 54: Assignment
    5. Assigning Objectives to Product Teams
    6. Determining Key Results
    7. Alignment
    8. Keep‐the‐Lights‐On Work
    9. Note
    10. CHAPTER 55: Ambition
    11. CHAPTER 56: Commitments
    12. High‐Integrity Commitments
    13. Deliverables
    14. Tracking High‐Integrity Commitments
    15. CHAPTER 57: Collaboration
    16. Shared Team Objectives
    17. Common Objectives
    18. Note
    19. CHAPTER 58: Management
    20. Keep‐the‐Lights‐On Work
    21. Weekly Tracking
    22. Staying on Track
    23. Helping Our Colleagues
    24. CHAPTER 59: Accountability
    25. Note
    26. CHAPTER 60: Objectives in Perspective
    27. CHAPTER 61: Leader Profile: Christina Wodtke
    28. Path to Leadership
    29. Leadership in Action
    30. Note
  12. PART VIII: Case Study
    1. CHAPTER 62: Company Backgrounder
    2. Note
    3. CHAPTER 63: Company Objectives
    4. Note
    5. CHAPTER 64: Product Vision and Principles
    6. CHAPTER 65: Team Topology
    7. Team Topology Overview
    8. Notes
    9. CHAPTER 66: Product Strategy
    10. Focus
    11. Insights
    12. Action
    13. Management
    14. Notes
    15. CHAPTER 67: Product Team Objectives
    16. Company Dashboard
    17. Notes
    18. CHAPTER 68: Business Results
    19. CHAPTER 69: Key Takeaways
    20. CHAPTER 70: Leader Profile: Judy Gibbons
    21. Path to Leadership
    22. Leadership in Action
  13. PART IX: Business Collaboration
    1. CHAPTER 71: The Role of Product Leaders
    2. Business Results
    3. Product Strategy
    4. Product Teams
    5. CHAPTER 72: Stakeholder Management vs. Collaboration
    6. CHAPTER 73: Shared Insights and Learning
    7. CHAPTER 74: Keeping the Lights On
    8. CHAPTER 75: Evangelism
    9. CHAPTER 76: Leader Profile: Avid Larizadeh Duggan
    10. Path to Leadership
    11. Leadership in Action
  14. PART X: Inspired, Empowered, and Transformed
    1. CHAPTER 77: Meaningful Transformation
    2. CHAPTER 78: Transformation in Action
    3. CHAPTER 79: TRANSFORMED
    4. CHAPTER 80: The Most Important Thing
    5. CHAPTER 81: The Destination
    6. Final Thoughts
  15. Acknowledgments
  16. About the Authors
  17. Learning More
  18. Index
  19. End User License Agreement
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