Leadership as Context Providers

Why vision matters

A great product team needs to know where they’re headed and why it matters. In my experience, a clear vision serves as a North Star, motivating teams and aligning efforts across the organization. Without it, teams can become fragmented, chasing disparate goals or delivering work that doesn’t add value.

I recall working on a project where the goal was to enter a newly-defined market segment. Instead of just assigning tasks like “build this feature” or “launch this campaign,” we started with a compelling vision: “Empower Millennials to realize cost-savings through self-service.” This single statement unified cross-functional teams, from engineering to marketing, and ensured every decision aligned with a common purpose.

Crafting a strategy that bridges vision and execution

A vision without a strategy is wishful thinking. Strategy is what translates that aspirational vision into actionable steps. In my career, I’ve learned that the best strategies are simple, focused, and coherent.

For instance, in one organization, we needed to reduce churn among enterprise customers. The strategy was crystal clear: “Enhance onboarding, improve reporting capabilities, and increase customer touchpoints within the first 90 days.” These three pillars gave teams clarity on where to focus, while leaving room for creativity in how they executed.

Relentless Communication

Even the best vision and strategy will fail if not communicated effectively. As a product leader, I’ve found that repetition is critical. Whether it’s through all-hands meetings, written updates, or informal conversations, consistently reinforcing the “why” and the “what” ensures alignment.

Shifting from Command to Context

One of the hardest transitions I’ve made as a leader is learning to let go of control. Early in my career, I would default to prescribing solutions: “Build this feature,” “Run this test,” or “Use this design.” Over time, I realized that this approach limits the team’s ability to innovate.

Instead, I’ve found it far more effective to frame the problem and desired outcome, then let the team figure out the solution. For example, rather than saying, “We need a chatbot,” I might say, “Our goal is to reduce customer wait times by 20%.” This shifts the focus from delivering a predefined output to solving a meaningful problem.

Balancing Autonomy with Guardrails

Empowerment doesn’t mean a free-for-all. Teams need guardrails to ensure their efforts align with organizational goals. One framework I’ve used is defining the “what” and “why,” while leaving the “how” to the team.

For instance, when launching a new product, we established key success metrics—acquisition, retention, and NPS—but left it to the team to decide how to achieve those outcomes. This approach gave them the freedom to experiment while keeping their efforts grounded in business priorities.

Trusting Your Team

Building trust is fundamental to empowering teams. I’ve worked with incredibly talented engineers, designers, and marketers who often know far more than I do about their domains. By stepping back and trusting their expertise, I’ve seen teams deliver solutions that exceeded my expectations.

One memorable moment was during a sprint review, when a design team presented an approach I hadn’t considered. My instinct was to challenge it, but I chose to listen and ask questions instead. Their solution turned out to be not only innovative but also far more effective than my original idea.

Why Experimentation Drives Success

In today’s fast-paced world, no leader has all the answers. That’s why fostering a culture of experimentation is critical. I’ve seen teams achieve incredible breakthroughs by testing ideas, gathering feedback, and iterating rapidly.

At one company, we wanted to improve the onboarding experience for a subscription service. Instead of redesigning the entire flow, we started with small, targeted experiments—changing the copy on one screen, adding a progress bar, and testing a video tutorial. Each experiment provided valuable insights, allowing us to refine the experience without overinvesting upfront.

The Role of Data in Decision-Making

Data has been my greatest ally in driving informed decisions. But it’s not about blindly following numbers; it’s about using data as a guide. I’ve worked on projects where A/B tests produced unexpected results, challenging our assumptions and forcing us to rethink our approach.

One example was a feature we believed would increase engagement. Initial testing showed no impact, but deeper analysis revealed that it resonated with a specific user segment. Armed with this insight, we pivoted our strategy to focus on that audience, ultimately driving better results.

Normalizing Failure as a Learning Opportunity

Not every experiment works—and that’s okay. In fact, some of the most valuable lessons I’ve learned came from failures. I make it a point to celebrate not just successes, but also the insights gained from failed attempts.

For instance, during a product launch, we introduced a feature that flopped. Rather than assigning blame, we conducted a thorough post-mortem to understand what went wrong. This process uncovered gaps in our user research and inspired a more rigorous approach for future projects.