The 'Skills' element of Product Team management focuses on identifying, developing, and leveraging the specific capabilities and competencies that are crucial for a product's success. It encompasses a broad range of practices aimed at nurturing the talent within the aligned Stream Teams and aligning skills with strategic objectives.

Principles and Practices


It’s hard to get better if you don’t know what better looks likeWe need to ensure that people are clear on the expectations for their role as well as the general company values and principles.By defining job specifications which clearly the expected performance and behaviour we can remove unnecessary conversations around expectations and focus on improvements.
"You cannot be a good manager without being a good coach" - Bill CampbellWe need to help our people to work as effectively and efficiently as they can.By actively coaching employees with continuous feedback we can help them to achieve the desired performance.
Coaching is a conversationWe need to uncover the root cause of issues to be able to most effectively solve them.By training coaches to ask questions and actively listening to responses we can more effectively help coachees to uncover and address problems to improve performance.
The manager often knows the least about a person's performanceWe need to actively gather first-hand insights or gather feedback directly from the people that the person is working with.By observing teams in action and actively gathering peer feedback we can capture real examples of where a person can improve.
Practical experience is the best teacherWe need to ensure that people have the opportunity to learn by doing.By running apprenticeship programs we can help people to learn by doing and by observing others.
The world is full of experienced beginnersWe need to reflect on our experiences to identify the patterns, increase our repertoire of solutions and improve our decision-making.By having regular one-on-one meetings we can help people to reflect on their performance and create career development plans to address the most pressing issues.
Knowledge exists outside of the companyWe need to ensure that people can get the best training that they need.By allocating training budgets people can find the best solutions for their needs.


Skills drive performance.A Stream Team's capability to execute efficiently on its objectives hinges on the skills and expertise of its members.By establishing capability standards and identifying gaps in the skillset we can understand where we need to focus our training efforts.


People leave teamsWe need to minimise the amount of knowledge lost when people leave the team.By promoting internal knowledge sharing and rotating people across teams we can distribute knowledge more effectively across the organisation.
Knowledge drives sustainable innovationWe need to ensure that our teams know about the business, customers but also the latest technologies that may be just now available that can help us to deliver better products.By running regular innovation days we can help people to learn about new technologies and how they can be applied to our products.


CriticismDescriptionMitigation Approach
Skill ObsolescenceThe rapid pace of change can quickly render specific skills obsolete.Emphasise learning agility and the development of adaptable, transferable skills.
One-Size-Fits-All ApproachStandardised training programs may not meet the diverse needs of all employees.Customise development programs to align with individual career aspirations and capabilities.


  • Current Skills Focus: Focusing solely on current skills without considering future competencies required for strategic goals.
  • Technical Skills Bias: Neglecting soft skills development in favour of technical skills only.
  • Feedback Neglect: Underutilising employee feedback in shaping learning and development initiatives.
  • Leadership Oversight: Overlooking the role of leadership in modeling a learning culture.

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