Leading Empowered Teams
Chatting with Chris Jones
Chris Jones, a practitioner at Silicon Valley Product Group (SVPG), is known for his deep product management and leadership expertise. His career path, however, was far from straightforward. Initially starting his career as a computer science major, Chris believed he was destined to be a software developer. But after realising he wasn’t suited for programming, he pivoted into various roles, including a stint as a film and video producer, before eventually finding his way into product management.
During his time at a startup called Vontu, which Symantec later acquired, Chris discovered his passion for leadership. At Vontu, he learned the craft of product management and saw firsthand what great leadership looked like. This pivotal moment reshaped his approach to leading teams and laid the foundation for his philosophy of empowering others to succeed.
Empowering, Not Hands-Off
The concept of empowered teams has become a buzzword in product management circles. Many leaders believe empowerment means giving their teams complete autonomy and stepping back. However, Chris emphasises that true empowerment doesn’t mean leaders should disappear—it’s about finding the right balance between providing support and letting your team take ownership.
“A good leader needs to be setting the context that the teams are working in,” Chris explains. This means that while teams should be free to solve problems creatively, they still need clear direction. Leaders must communicate the product vision, strategy, and business goals, ensuring their teams understand the broader context they’re operating within.
When coaching product leaders, I often explore whether they are setting clear objectives, which leaves space for their teams to adapt and make decisions as they gather insights. If the direction is overly narrow, teams are being dictated solutions instead of being trusted to find better solutions themselves.
True empowerment doesn’t mean abdicating responsibility. Leaders need to guide their teams through the complexities of product development by creating an environment where they can thrive. This includes setting expectations, providing resources, and removing roadblocks while stepping back enough to let the team own their outcomes.
The Leadership Shift To Coaching
One of Chris's most significant turning points was realising that leadership is less about directing and more about coaching. Early at Vontu, he learned that his role was not just about executing tasks but also helping his team succeed.
“You’re going to be spending 50 to 80 per cent of your time just coaching your team,” Chris recalls being told by his manager. This advice changed how he viewed his job. As he evolved into a leader, his focus shifted from delivering results himself to enabling his team members to shine.
Chris emphasises two critical aspects of coaching that all leaders should embrace when onboarding new product managers. First, ensure your team members are the true experts in their areas of responsibility. "They should know more about their part of the product than you do," he says. Second, set them up for a public win early on, especially new hires. Allowing them to succeed publicly boosts their confidence and strengthens the team’s trust in their abilities.
Coaching isn’t just about giving feedback or solving problems—it’s about developing the people on your team. It’s creating space for them to learn, grow, and eventually lead initiatives independently.
Actionable Advice for Leading Empowered Teams
Chris’s journey offers several actionable insights for leaders of empowered teams:
Set clear outcomes: Don’t just assign tasks. Focus on outcomes and make sure your team understands the bigger picture. Empower them to find solutions, but guide them with clear goals and strategic context.
Create space for team ownership: Allow your team members to take full responsibility for specific product parts. Give them the freedom to make decisions and succeed while also providing the support they need.
Invest in coaching: Spend most of your time helping your team grow. Prioritise your team members' development, whether through one-on-ones, feedback sessions, or mentoring. This will benefit them and drive better results for the organisation.
Balance empowerment with guidance: Stay involved by setting clear guardrails, such as product strategy and vision. Ensure your team is aligned with the company’s broader goals.
Celebrate public wins: Encourage and celebrate successes. Public recognition builds morale and motivates the team to push for great outcomes.
Are You a Leader or Manager?
Chris Jones’s experience underscores the difference between managing and leading a team. Leadership is about enabling others to succeed, guiding them toward outcomes, and creating an environment where they feel empowered to take ownership of their work.
So, ask yourself: Are you leading or just managing? Are you spending your time coaching and developing your team, or are you stuck in the day-to-day execution? True leaders empower others, guide them with purpose, and watch them thrive. Don’t be a cog in the machine of execution.