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From Challenges to Triumphs: Echezonachi Ndeokwelu’s Journey Through Product Management and Leadership

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In the ever-changing and fast-moving world of product management, grasping the nuances of effective leadership and ongoing personal development is essential for achieving long-term success. Product managers must navigate a landscape characterized by constant change and high stakes, where the ability to manage diverse teams and adapt to new challenges is paramount.

Equally important is the commitment to personal growth, as it empowers managers to refine their skills, embrace innovative approaches, and stay ahead of industry trends. Mastering these aspects not only enhances their effectiveness but also drives the success of their products and teams in a competitive market.

In this insightful interview, we explore the journey of Echezonachi Ndeokwelu, a seasoned Product Manager who brings a dynamic and forward-thinking approach to the product management role. With a blend of self-starting energy, intrinsic motivation, and a cheerful personality, Echezonachi illustrates how a balanced mindset contributes to both personal and professional development. She shares valuable perspectives on leading diverse teams, emphasizing the importance of flexibility and adaptability in leadership. In addition, 

Echezonachi offers candid advice for women entering the tech industry and reflects on the lessons learned from early career mistakes. Through this conversation, we gained a deeper appreciation for what makes an ideal product and the critical skills required to meet customer needs effectively.

 

Interview: How would you describe yourself?

Echezonachi: Laughs… You’re jumping right into it I see. Alright, I’d describe myself as a self-starter, intrinsically motivated, and dynamic. I’m constantly evolving both professionally and personally. Growth is crucial to me, so I’d say I have a forward-thinking mindset with a strong growth orientation. I also try to maintain a playful side; after all, all work and no play makes Jack a dull boy. So, I strive to keep a balance between seriousness and fun.

 

Interview: What is it like leading a team?

Echezonachi: Leading a team can be one of the most challenging aspects of my role. Initially, I was quite timid and struggled to effectively communicate my ideas. Working with cross-functional teams can be daunting because of the diversity and complexity involved. Over time, I’ve learned that earning respect and supporting my team is crucial. Building both the team and the product is important, and I dedicate a significant amount of time to fostering team growth.

 

Interview: How would you describe your leadership style?

Echezonachi: I would describe my leadership style as flexible. I adapt my approach based on the needs of each team member. Some people require more support, while others need greater autonomy. I’ve found that allowing team members to think independently and avoid micromanagement helps them thrive.

 

Interview: What advice would you give younger women starting out in tech generally?

Echezonachi: Girl, speak up. That’s my biggest advice. No one can hear the voice in your head, so it’s essential to express yourself. Timidity will only hinder your career progression. Also, continuously seek knowledge to build your confidence and grow professionally.

 

Interview: What mistakes did you make when starting out in your career?

Echezonachi: I view every failure as a learning opportunity rather than a mistake. Each challenge has been a lesson that has taught me what to do better. These experiences have been valuable in guiding my professional development. However, if I was to advise my younger self, I’d say Eche, put yourself in more challenging situations, that’s the fastest way to grow. When I started putting myself in uncomfortable situations that challenged me to learn and adapt, I noticed a tremendous acceleration in my growth rate.

 

Interview: How would you describe the ideal product?

Echezonachi: The ideal product is one that meets the customer’s needs. If a product doesn’t address the pain points of its users, it won’t succeed. Sometimes, organizations can get tempted to focus on their vision of what the product should look like, which can lead to market failure if the organisation’s vision doesn’t align with customer needs. So, I’d say the ideal product is one that not only solves the customer’s pain point but costs the customer enough for them to prioritise usage of your product. 

 

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