Dos & Don'ts of Product Management
1. Be cynical: Things will go wrong, if not in the present, it will certainly in the future. Fret not, aren’t you there to fix it.
2. Be flexible: Prioritise your priorities. Everything changes; so does your priorities.
3. You are what your company is: Your capability to shine as a PM will depend on the team that you work with. It is like a heist, definitely not a one-man job.
4. Assumption is the mother of screw-ups. Don’t assume - find it out. Well, if possible, get it documented in the mail.
5. Own your Product & your mistakes. Blame yourself if there is a mess; ensure that everyone receives fair recognition if the Product succeeds.
6. Be empathetic towards stakeholders & vendors. It’s even better if you are friends with them.
7. Don’t be the boy who cried wolf: No need to escalate things that can be resolved over a call.
8. If you think everything will happen on its own, here is the truth, it won’t. Things will never move unless you force them to move. Remember Newton’s first law.
领英推è
9. Pay attention to details - ‘micromanage’ yourself. Double-check. If you don’t find a bug during testing, the customers might find one.
10. Remote Product Management: an oxymoronic role. (Well, this one is slightly long!).
The major challenge with Remote Product Management is this: It is extremely difficult to bond with the stakeholders if everyone is sitting in the different corners of the world. Nothing solves a disagreement like a face to face conversation; in other words, nothing aggravates an issue like writing lengthy emails or (should I say) written communication (which explains why people argue a lot on Twitter).
The inherent issue with Remote Product Management is it takes a lot of time to build a good working relationship with the stakeholders. And if you've to draft the JD of a Product Manager, then you'd know that the very basic quality required to be a good PM is to have an amicable relationship with each and every stakeholder.
Why?
Because no one reports to you, yet you end up becoming the pseudo boss to your stakeholders. In my opinion, Remote Product Management is an oxymoron; how would you make someone trust you if you were never going to meet them. One way to overcome this problem, I believe, is to meet the stakeholder at least once during the initial phase of the project. If you don't, then you will end up being a chatbot to your stakeholders.
Hello, Siri!
PS: If you find this article interesting, you can also check out this article that talks about my adventures in Product Management: https://lnkd.in/fQPDxX6
Senior Project Manager | Driving Projects, New Business Development
5 å¹´Point no 7 is what most people need to understand. Some things can be sorted easily face to face or over call.
Product Innovation Expert | Home Appliances Strategist
5 å¹´Hi Logeshwaran Savithri?, Excellent Article,? I have couple of comments if you allow me:- 1) Get it Documented on Mail part, I see sometimes that people are not trusting feedback from other team members through channels as chat, call & online forums (e.g Teams in office 365) and insist on having documentation by mail other wise it is not official. Building on what you are mentioning in the Article, one don't is to never launch a product that slightly solve your customers pain point. One Do Launch products that delight your customers not just remove their pain point
Senior Product Manager | 2X LinkedIn Top Voice
5 å¹´An insightful article, thanks for sharing it! ??