Leading Product Strategy Through Execution
Summary
After a product strategy has focused the organization on the right problems, identified key insights, and translated them into clear objectives for product teams, leaders might feel the hard work is done. In reality, this is only the beginning.
No product strategy survives first contact with reality. As teams begin execution, obstacles inevitably emerge—dependencies between teams, missing technologies, urgent customer issues, platform bottlenecks, and fast-moving stakeholder concerns. These challenges are normal, but without active leadership involvement, they will stall progress and undermine the strategy.
The Leader’s Role During the Quarter
Product leaders must stay closely engaged to help teams navigate real-world friction. This does not mean command-and-control management. Instead, it is best described as servant leadership—responding to teams’ requests for help and removing barriers they cannot resolve alone.
Key responsibilities include:
- Removing cross-team dependencies and organizational blockers
- Helping teams access or learn critical technologies
- Supporting teams during major customer escalations
- Coordinating shared dependencies across multiple product teams
- Making or facilitating fast decisions when senior stakeholders raise concerns
Weekly Coaching as the Core Mechanism
The primary source of insight for product leaders is the weekly 1:1 with each product manager. These sessions surface obstacles, progress, and learnings. When urgent issues arise, product managers should escalate immediately rather than wait for the next meeting.
Through consistent coaching, leaders:
- Ensure steady progress toward objectives
- Help product managers think through tough decisions
- Aggregate learnings and insights across teams
- Share critical information that affects broader strategy execution
Coaching and strategy management are not separate activities—they are two sides of the same conversation.
Better Management, Not Less
Empowered product teams do not eliminate the need for management. They require better management—leaders who stay engaged, coach continuously, and actively ensure that strategy survives contact with reality.
Key takeaway: Strong product strategy only succeeds when leaders actively support execution through servant leadership and continuous coaching.