Zuora VP of Product Strategy on Balancing Short-Term Wins and Long-Term Product Health

How can product leaders balance short-term wins and long-term product health? In this podcast hosted by EY Platform Operations Lead Justin Leibow, Zuora VP of Product Strategy Ken Houseman will be speaking on balancing short-term business pressures with long-term product strategy. Ken shares insights on effectively communicating the value of addressing technical debt, developing a T-shaped skill set, and the importance of self-reflection and mentorship in product management.

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Show Notes

1. Ken Houseman’s diverse background, from the military to various industries, has shaped his systems thinking and ability to balance technical expertise with a broad perspective.
2. The concept of a “T-shaped skill set” – being an expert in one area while maintaining a broad understanding of the overall system – is crucial for effective product management.
3. Effective communication with different stakeholders, such as finance, growth, and engineering leaders, requires adapting one’s vocabulary and framing to match their priorities.
4. Self-reflection and identifying gaps in one’s skill set are important for product managers to seek out the right mentors and resources for growth.
5. Failure and resilience are essential experiences that build tenacity and the ability to pivot quickly as a product manager.
6. Balancing short-term business pressures with long-term product strategy is a key challenge, requiring a “sprint versus marathon” mindset.
7. Continuously evaluating priorities and resource allocation to ensure alignment with business goals is crucial for product managers.
8. Storytelling is a powerful tool for communicating the value of addressing technical debt and its impact on business results.
9. Addressing technical debt should be framed as an opportunity for long-term growth, rather than just a necessary evil.
10. Community involvement and bringing one’s whole self to work can provide role models, support, and opportunities for personal and professional growth.
11. Mentorship is invaluable for product managers, providing critical feedback and helping to identify areas for growth.
12. Actively listening and being curious in meetings, even if the content is not directly relevant, can lead to valuable learning opportunities.
13. Hiring managers should focus on candidates’ strengths and areas of expertise, rather than just their ability to meet specific job requirements.
14. Perception is reality, and product managers must understand how their work is being perceived by different stakeholders.
15. Maintaining focus and minimizing distractions during meetings is essential for effective participation and learning.
16. Turning technical debt into a revenue opportunity requires effective storytelling and communication of the business impact.
17. Balancing short-term wins and long-term product health is a key strategy for product managers.
18. Providing support and resources for employees to stretch beyond their comfort zones can lead to significant growth and success.
19. Celebrating the success of others and being a cheerleader for their achievements is a rewarding aspect of product leadership.
20. Continuous self-reflection, adaptability, and a growth mindset are essential qualities for successful product managers.