As a principal product manager you will work across a number of cross-functional teams. How do you influence teams as a leader when you do not work with them on a full-time basis?

Remember to consider the time you spend outside of working with a team as a means of influence. For example, the work you do to solve complex customer related issues can demonstrate excellence in your domain, support your team by reducing their stress, and serve as an example of leadership in a customer service capacity.

"I think there are several ways I can influence the cross functional teams I work with despite not being embedded in each team as a full time member. First, I work to get to know the team members and culture of each team that I work with. They are all different, and I customize my approach depending on their style and needs. In the event they need more leadership, I lead by example, provide direction, and confidently project the qualities of an excellent leader when I work with them. In the event they are working to develop their own leadership skills, I take on more of a coach and mentor role.

Regardless of the dynamic, I demonstrate excellence within my domain. I ensure that each team understands the product roadmaps and their roles within them. I advocate for my customers, users, or stakeholders and ensure that the teams understand their perspectives. I help my teams understand what quality products should look and feel like to the consumer.

Finally, I work hard to establish healthy and valuable relationships with senior stakeholders, executives, and my clients. I help them understand the needs of my teams and partner with them to resolve any issues that arise. I then bring back updates to my teams that help them feel confident they are supported and valued. These three strategies combined allow me to maximize the time I have with each team I work with and influence them in a leadership capacity."