How product managers can build trust and alignment on virtual teams Today we are talking about making virtual product teams more effective. Our guest is Anna Marie Clifton, Head of Product at Vowel. She is leading the effort to make virtual meetings more effective by turning them into searchable, sharable knowledge. Before Vowel, she held senior product management roles at Asana, Coinbase, and Yammer. Summary of some concepts discussed for product managers [1:57] How do you build trust among product team members on virtual teams? Trust is at the foundation of everything. Trust builds velocity. Trust builds product. It’s hard to build trust in virtual environments. When I had a distributed team at Coinbase, we were in a hybrid setting where some of the team was co-located and some of the team was not. That’s the hardest setting for building trust because there’s a local clique and remote participants. At Coinbase, we developed a mascot to give ourselves team culture. We chose the Count from Sesame Street because our team was working on trading, buying, and selling. We sent the Count stuffed animal to our colleagues who were not co-located with us as a symbol of our cohesion. One of the most important ways for leaders to build trust is being vulnerable and admitting mistakes. I go out of my way to call out any time I make a mistake in front of everyone whom I work with. You can do that not just in the moment but also in reference to a past mistake. That really humanizes yourself and sets the tone that it’s okay to make mistakes—this is a safe space. One of the best ways to build trust is to share vulnerability. If I’m being vulnerable with you, you can definitely trust me, because you have something you can hold over me. I’m in a position to be trusted because you have power. It’s critical especially for leaders to be vocal and vulnerable about current and past mistakes and set the tone of trust. For product managers joining a new team or organization, one of the best things to do to build a foundation of trust is to build early commitment. Say you’re going to do a thing and do that thing. Find things you are very confident you know how to do and that have a very short time window, say you will do them, and do them on time. Those actions give promissory notes that build trust, rapport, and expectation that you are a reliable person. When you move to a new organization, you start from a clean trust slate, and you have to really quickly build that balance sheet up. Giving people little commitments you can deliver on in the next 24 hours and doing that repeatedly in your first few weeks is one of the best ways to accelerate that. [10:30] How do you keep virtual teams aligned on product goals and priorities? Alignment is the most important aspect of team functioning, but maintaining alignment is challenging. Until you’re in an organization where there’s a lack of alignment, you don’t notice how completely frenetic it can be. If you move really quickly forward and you move really quickly backward, you’ve moved at a high speed but low velocity—you haven’t gone anywhere. One of the best ways you can improve velocity, especially as an organizational leader, is by focusing on alignment, not necessarily speed. Everything is always trending toward less alignment. The default state is as time moves forward, people are becoming less aligned. Your job as a product leader is to continue to pull people back into the alignment you have created. It’s all about communication. The adage “people have finally heard something once you’re tired of saying it” is true. At Vowel, we do an all-hands meeting every two weeks. Our product team will share a product update, and most product updates will include a high level reminder of product strategy.