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Kevin Clark

Mission Driven Technology Leader

Kevin Clark is the Chief Product Officer at Productable, a position he has held since April 2024. Prior to this role, he served as Vice President of Product Management at Productable from February to May 2024, and he has extensive experience in product management, particularly from his previous tenure at VMware Tanzu Labs, where he held various leadership roles over six years, including Senior Manager of Product Management and Product Management Leadership Advisor.13

Clark is recognized as a mission-driven technology leader, emphasizing a collaborative and innovative approach to product development. His background includes significant contributions to agile software development practices and coaching clients in methodologies that prioritize user-centered design.12

In addition to his role at Productable, Clark has a history of working with high-profile organizations, which has equipped him with a robust skill set in managing product portfolios and driving large-scale outcomes.12

Highlights

Mar 18 · linkedin

I've been thinking about asking "why" and how it changes when power differentials come into play. Seems to me that when there's no power difference, asking 'why' is pretty low stress. But asking "why" up the chain or down it can trigger some feelings that don't help us make progress.

When you ask someone with less power than you "why did you do it that way?" their brain is going to go into a spiral. They heard you say you think they did it wrong. And they need to keep the conversation going by answering your question, and defending the 'wrong' thing enough to make it plausible but not so much they offend you. This is no fun, and you can avoid it by just asking "how does this help us?" or "what's the core of this idea?" or "when will you know if this is working?". Those questions get you more useful answers, too.

When you hear someone with less power than you ask "why should I do it this way?" it's easy to hear it as "I don't want to do this" or just "no" couched in different language. And sometimes people really are using this question to push back, but often they're trying to figure out how to fit the work into the rest of their world, or how to advocate for the direction more deeply. In either case, the way you hear the question as a leader matters.

If you hear it as an attack on you, then your stress level is going to go up and your collaboration skills are going to go down. If you hear it as a chance to help your team get on board, or a chance for you refine your messaging, you're going to make more progress more quickly.

That's the idea. What do you think? Is this a helpful way to think about 'why' questions?

Nov 6 · linkedin

Check out my post on The New Stack! I've spent a lot of time at Tanzu Labs coaching leaders and building highly effective software organizations.

I've seen a lot of new leaders face similar challenges - here's what they are, and how to handle them:

Related Questions

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Kevin Clark
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Location

Seattle, Washington, United States