Once, due to circumstance, I had the opportunity to coach eight new joiners to the product team at the same time. They were spread across different locations, came from varied backgrounds and brought different levels of experience. Some were new to the role, others new to the company. Rather than train them individually, I decided to centralise the onboarding. Every Friday morning, for two hours, they joined what I called the Product Management Academy.
I hosted the sessions myself and invited functional leaders to present how they worked with the product management team. They shared examples from past collaborations, some successful, others less so. The goal was to give direct input on where the team needed to step up, and to show what effective cooperation looked like across functions. It helped the new joiners understand not only what was expected, but also how to build strong working relationships.
Each week, the same interesting thing happened. Because of the different locations, the sessions were held digitally. At the start, the team was cheerful, full of energy and bravado. When the functional leader began presenting, there were many questions. But as the session progressed, they became quieter. Each time, they were struck by the depth and quality of interaction required with that specific function, a reminder that no Product Manager can be an expert in everything. It was almost humbling for them, and they noticed this shift in one another. That shared experience created a bond.
After several weeks, I completed the training series. By that time, I had ended up with twenty-eight hours of recording material. Occasionally, someone internally would check with me, expressing interest in switching to a product management role. I always gave them access to the recordings. It turned out to be a good test of commitment. If they sat through the full twenty-eight hours and still wanted to become a Product Manager, they had at least shown they were ready to engage with the complexity and responsibility the role demands.
Part of the DNA Insights woven through the book The DNA of a Product Manager.
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