The biggest challenges when moving from individual contributor to product VP

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TLDR

In this episode, I welcome Piers Fallowfield Cooper—executive coach and author of Are You Still the Future?—to explore one of the most critical career transitions in product management: moving from individual contributor to product leader. We discuss why success as a product manager doesn’t guarantee success in leadership, the mindset and skills required to thrive as a product VP, the importance of personal strengths and adaptability, and practical advice for building a successful, energized team.

Introduction

Let me paint a picture of a common occurrence. Product VPs and leaders start out as individual contributors, i.e., product managers. Because of their outstanding work, delivering value for the organization and delighting customers, the product manager’s responsibilities and influence quickly increases, resulting in a promotion to Product VP. Sounds great, right? Maybe not—a couple months after the promotion they are struggling and their teams are frustrated. If you were that newly promoted VP, you would be wondering if you made a terrible mistake. 

Let’s turn that around. This discussion will help to equip you for the most critical transition in product management careers—the leap from individual contributor to product leader. This isn’t just about getting promoted; it’s about fundamentally shifting how you think, act, and add value. And, if you are already a product leader, this discussion will also help you improve and how you mentor your ICs. 

Our guest is Piers Fallowfield-Cooper, who has coached over 130 C-suite executives through major leadership transitions. He’s spent 30 years in senior executive roles himself scaling companies across finance, technology, and e-publishing. His book Are You Still The Future? was a Business Book of the Year finalist in 2024. He knows how to effectively navigate the journey from individual contributor to executive leader. 

Summary of Concepts Discussed for Product Managers

The Challenge of the Transition:
Many product VPs begin as outstanding product managers, but leadership requires a shift from “I” to “we.” The skills and knowledge that led to promotion often don’t translate to success at the next level—leadership is less about specific expertise and more about asking the right questions, fostering a broader perspective, and leading through others.

T-Shaped Leadership:
Piers explains the necessity of moving from being a deep specialist to developing broad horizontal skills—an essential shift in most careers, including product management.

Find Your Sweet Spot:
Ambition doesn’t always mean you want or would be happier in a leadership role. Ask yourself why you want to get promoted and consider what trade-offs come with increased responsibility.

Key Shifts for Aspiring Leaders:

• The move from “doing” to “thinking and leading.”
• Creating regular thinking time with diverse stimuli.
• Observing and reflecting on effective leadership styles, then building a personal leadership approach authentic to you.
• Focusing on helping the team succeed, rather than being everyone’s friend.

Strengths, Energy & Environment:

• Use tools like Strengths Finder to identify what energizes you, not just what you’re competent at.
• Play to your energizing strengths, focus on what the business needs, and work where you add the most value.
• Provide an environment that fosters high performance: ensure adequate sleep, a positive environment, and fair, slightly challenging deadlines.
• Adaptability is key; those who are flexible can thrive in changing environments.

Leadership Pitfalls & Practical Advice:

• Avoid “day one stupid”—don’t rush to fix things before understanding what works.
• Ask, “What do we do really well here?” and “Are there dumb things we should stop?”
• Don’t overthink or second-guess; often learning comes from experience, not theory.
• As a leader, work to not trigger the fight/flight/freeze response in your team by ensuring fairness, and predictability.
• Foster trust by showing vulnerability.
• Create a coaching and learning environment for your team, helping others to succeed rather than micromanaging.

Useful Links

• Connect with Piers on LinkedIn
• Check out Are You Still The Future?
• Visit Piers’s website

Innovation Quotes

“The robots will adapt, will you?” – Piers Fallowfield-Cooper

“Today’s certainties are tomorrow’s absurdities.” – Peter Drucker

“Prediction is very difficult, especially about the future.” – Yogi Berra

Application Questions

1. What was the most surprising challenge you faced (or anticipate facing) in moving from an individual contributor role to a leadership role?
2. How can product leaders create an environment that maximizes team performance and individual energy?
3. Why is it important to reflect on your own motives for pursuing leadership, and what tools or approaches help with that reflection?
4. How can leaders best identify and develop the strengths of their team members to benefit both the individuals and the organization?
5. What does adaptability mean to you in the context of product leadership, and how have you practiced it in your career so far?

Bio

Described by a number 10 insider as “The anti establishment, establishment coach”, Piers Fallowfield-Cooper’s goal is to help business leaders to be more successful, fulfilled and to support them in their journey from good to exceptional.

His bestselling book, Are You Still The Future?: How learning to be flexible and read the signals in the system kept me relevant and prepared for every step on my leadership journey, was a finalist for the Business Book Awards 2024 Leadership category.

Piers works with clients globally – in the UK, US, Europe, the Middle and Far East, Australasia and Southern Africa. He is currently celebrating 20 years of making a difference in leader’s lives (and having great fun). His experience includes over 30 years as a senior executive with various MD, President, CEO, and Chairman roles in global finance, digital media and technology. Clients value the fact that Piers has walked in their shoes and can genuinely and authentically empathise with their situation.

Thanks!

Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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