Operate like a PM Leader: Extreme Clarity (Part II)
Part 2 of how to elevate your behaviors through the 3 C’s of PM Leadership. Lead with extreme clarity.
Time commitment: ~5 minute read
In my previous note, I introduced the 3 C’s, a framework that can enable you to operate like a PM leader: gather and share the right context effectively, drive extreme clarity, and continuously coach those around you. We discussed context in part 1. Now, on to clarity.
Clarity
If I had to list the most critical parts of a PM Leader’s job, driving clarity would be at absolute top of the list. Creating and ensuring consistent clarity is likely the most leveraged thing you can do as a PM. But what does that mean in practice? How do you actually do it? Let’s go back to our example:
You find out your roadmap is being changed to deprioritize fancy 0 —> 1 feature X that your team has been really excited about and instead you’re being asked to build a more complex feature Y. Feature Y is barely user facing and its all about compliance.
You’ve followed the steps outlined in our conversation on context and now thoroughly understand the why behind the decision. Driving extreme clarity means that you’re removing any of the inevitable ambiguity that comes with rapid pivots or changes in priorities — like this one. To be clear it does not mean that everyone agrees about what to do — it means that everyone shares the same understanding of the facts. You’re aiming to prevent anyone from having to pause and say, “I think what that means is….” or “From my understanding…” In the example mentioned above, to introduce extreme clarity you might:
Send out the canonical plan: You need a source of truth document that tells the whole story in one place. The document should outline the decision with the context, explain what happens next, provide relevant artifacts related to the decision, and calls out the key stakeholders (consider a RACI if you want to get really crisp about who is involved and how). Pro tip: Actively rein in any conversations that might be deviating from the source of truth plan. If you see other documents explaining “the plan” flying around — get in touch with the author quickly and ask to consolidate into the source of truth. Driving extreme clarity means that you are also responsible for protecting that clarity. Your team will thank you for it.
Simplify, clarify, simplify: Use simple words and explain things simply. “Explain like I’m 5.” This applies to both how you’re communicating about the decision verbally and in writing. I personally have (and at times still do) feel the urge to want to eloquently explain a complicated topic highlighting all the nuances and complexities. For me, this has been a symptom of imposter syndrome! I wanted to sound and be complex because surely as a PM leader I have to show that I’m an expert at everything — “I can’t possibly be good if I’m operating in these basic, simple terms...” Guess what? It’s actually the other way around. Your ability to translate complexity and rapid changes into simple, easy to follow communication/plans is what it means to operate like a PM Leader.
Pressure test and kick off the feedback loop: You’ve delivered your plan and the kick off meeting is done! You’re done, right?! Actually, no, this is where the real work begins. Pressure test if your messaging is landing and gather feedback to bring forth even more clarity. Reach out to some key people on the team and ask them, “How do you think that landed?” or “Quick gut check, what did you take away from this plan, explain it like I’m 5.” I’ve found that calibrating, refining, and course correcting in the moment pays dividends in the long run. Remember, ambiguity and a lack of clarity have negative consequences and those consequences compound the longer they are left unaddressed.
By going through the flow outlined above, you are driving extreme clarity. The more you do this, the more you’ll understand what works and what doesn’t. You’ll be able to pattern match and slowly build your brand as a leader who brings clarity to ambiguity — a “must do” for PM Leaders. When I began trying to intentionally focus on driving clarity, I shrugged it off as a simple “check the box” thing I had to do. Well, I was wrong. I learned the hard way that this skill is one of the most difficult to master and one that has the highest ROI as you become more senior in your PM career. Clear is kind, and clarity drives results.
In the next part of this series, we'll explore the final “C” — coaching. You can’t gather and share context or drive extreme clarity without a very key part of this whole equation: the people. What if, as you’re going through this priority shift, a key cross-functional partner is deeply unhappy? What if your manager isn’t fully bought in? Working through these challenges require that you continuously coach those around you. Yes, even your manager! More on that in part 3.
Previous notes in The Operate like a PM Leader Series: