Persistency of purpose

TENACITY is an attribute of a great product professional. I suggest that tenacity, more often than not, is the key attribute that separates A from B players.

Merriman-Webster describes tenacity as, “Persistent in maintaining or adhering to, or seeking something valued or desired.” Whether it’s winning a national championship or leading successful products or teams, tenacity has to be a most valued component.

In his post, “The Virtue of Tenacity,” Rob Tucker asks, “How do normal people accomplish amazing things? They are remarkably, unusually, exceptionally tenacious.”

How can a product leader practice tenacity? Rob shares three practices:

Decide upon a goal.
Move toward your goal consistently.
Be patient.

Tenacity is progression, patient learning, structured do-overs, eventual win. In the practice of HoShinDo this is called “Pil Sung” which is called out at the end of each karate lesson.

About prdmkgblackbelt

UConn MBA - GO Lady Huskies! UGA Mom, quasi geek, techno-catalyst, NPDP, PrdMktg, reads Campbell & Covey, black belt from Hoshido. Loves sunrises; believes sunsets are promises.
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2 Responses to Persistency of purpose

  1. Giles Farrow says:

    In the software industry, long-term anything can be tough. There is too much pressure to deliver quarterly results. Amd when the quarters get tough every deal get pulled in, discounts offered, product promises made… just to stagger over the line for the quarter.

    Next quarter it’s even tougher your pipeline had been bled dry…

    Product professionals can stand back and say it shouldn’t be like this, but cash needs to be in the bank for payroll, board needs to be kept happy so they don’t pull the plug, analysts need to have confidence … or your software is history.

    Where we can think long-term is our careers (and personal lives). The economy cycles up and down, our products succeed and fail.

    Yes we can keep trying, but to move forwards we should keep learning

    • Hi Giles- what you write rings so true. I’ve found hardware and data companies to be equally focused on the short-term. I never understood that – you can manage short term objectives within a longer term strategy and obtain a better outcome, but few seem to get that. Managing to the Street’s expectations is the way of it today.

      You speak of what I’ve learned to be Kaizen (改善), Japanese for “improvement”, or “change for the better” the philosophy or practices that focus upon continuous improvement (source: Wikipedia)

      Personal improvement, as Covey says “is the circle you control” or as my colleagues say “in my wheelhouse”. I believe that anyone can become more tenacious as they practice it.

      Thank you again for your thoughtful conversation. I learn a great deal (and hopefully improve), always.


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