How to launch a product successfully without burning out your team
Have you taken an emotional pulse of the internal key stakeholders on the launch? Do they want to continue working with the company?
I’ve worked on more than 200 launches in my career across a variety of industries. Almost every launch requires a tremendous amount of emotional bandwidth, especially if cross-functional communication lines haven’t already been established prior to launch planning.
At best, the GTM deliverables are evenly distributed across various functions in the company. At worst, it rests on the shoulders of the product marketer or GTM owner. This almost always leads to massive burnout for the product marketer.
Sometimes I’ve seen a couple of people own 90% of the work required to get a product to market, so it is often these stakeholders who may need to disconnect and recharge in order to perform well. The difficulty is that these few people often hold most of the information for the launch and the continued success of the launch.
It is not the genius at the top giving directions that makes people great. It is great people that make the guy at the top look like a genius.
