EMPOWERED

CHAPTER 11The Written Narrative

In the previous chapter, I talked about the importance of the 1:1 coaching session between a manager and her employee. That technique is about providing an ongoing mechanism for helping the product person reach her potential.

In this chapter, I'd like to discuss my single favorite coaching tool for helping product people become exceptional: the written narrative.

But first I need to admit that of all the various coaching techniques I have and use, this one gets more resistance than any other technique. In fact, with more than a few people I have had to essentially force them to use it.

It's not so much that people doubt the effectiveness, it's just that it can often be painful. And I've found that the people who need this technique the most are often the ones who resist it the most.

Product people, especially product managers, have to make arguments all the time. Not so much for minor things, but once things become costly and risky—good examples include large features and projects, and especially significant new efforts—there will naturally be many people who will question and challenge the work. Usually, it's the executives from across the company, but it often starts with convincing your own team.

The technique I'm talking about is writing out a narrative explaining your argument and recommendation.

To be clear, I am not talking about a spec of any sort. A spec is not intended to be a persuasive piece—it's just a document describing the details ...