The 'Style' element of Product Team management focuses on the different leadership styles that managers can adopt to motivate, guide, and support their teams effectively. The leadership style of a manager can have a significant impact on team performance, engagement, and culture.

Principles and Practices


Information is the life blood of organisationsWe need to ensure that information is shared effectively and efficientlyBy encouraging open communication and transparency, avoiding silos and positioning failures as learning opportunities, we can foster a culture of trust and collaboration.
Accountability with authorityWe need to ensure that teams have the autonomy to make decisions so that they can take ownership of the outcomes of their work.By empowering teams to make decisions and removing all of the blocking dependencies that prevent them from releasing their product, we can increase shared accountability and motivation.
No risk, no rewardWe need to ensure that people feel comfortable taking the risks required to achieve the targets.By positioning the product development process as a series of experiments and learning opportunities, we can create a culture that encourages innovation and risk-taking.
Intelligence is distributed, information is notWe need to ensure that the team closest to the customer is able to make decisions quickly and effectively.By empowering teams to make decisions based on customer feedback and data, we can increase the speed and quality of decision-making. By implementing regular reviews we ensure that we are delegating and not abdicating.
To go fast, go alone. To go far, go togetherWe need to ensure that we have multiple teams all working towards the same goal.By creating a shared vision and strategy, and aligning teams around common objectives, we can foster collaboration and alignment across the organisation while maintaining autonomy and accountability at the team level.
When you are tired of repeating the message it is just started to set inWe need to ensure that the vision, strategy and principles are internalised by everyone on the teamBy continually re-iterating the message at every opportunity you can ensure that people will start to hear it and internalise it.


Collaboration is expensiveWe need to minimise the need to collaborate across teams to avoid bottlenecks and inefficiencies.By defining clear interaction modes for teams and implementing a culture of written communication, we can reduce the need for synchronous collaboration and increase the speed and quality of decision-making.


The best leverage is unblocking teamsWe need to ensure that Stream Teams can deliver efficiently and autonomously to hold them accountable for outcomes.By removing all of the blocking dependencies that prevent teams from releasing their product, we can increase the speed and quality of decision-making and increase shared accountability and motivation.


Excessive AutonomyWhile empowering teams, too much autonomy without proper checks can lead to misalignment with overall business objectives.Establish regular check-ins and strategic alignment sessions to ensure decisions are in line with company goals.
Lack of FocusTeams are so focused on autonomy that they lose sight of the bigger picture and strategic goals.Define clear objectives and key results (OKRs) to align team efforts with broader organisational goals.
Lack of Product Wide InnovationEfforts to reduce synchronous collaboration might isolate teams and reduce opportunities for creative problem-solving.The product vision and strategy should be used to define objectives for Stream Teams that deliver on cross-functional initiatives.


  • Micromanagement in Disguise: Providing autonomy but continuing to control team decisions through frequent check-ins and approvals.
  • Innovation Stifling: Encouraging risk-taking without supporting a safe environment where failure is accepted as part of the learning process.
  • Communication Fatigue: Repeating messages so frequently that it becomes noise, reducing the impact and clarity of the intended communications.
  • Siloed Autonomy: Teams operate so independently that they become disconnected from the needs and developments of other teams, reducing organisational cohesion.

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