"How Can I Help?" What New Amsterdam Taught Me About Product Management

Introduction

In New Amsterdam, Dr Max Goodwin, the charismatic medical director of one of New York's oldest public hospitals, has a simple yet transformative catchphrase: "How can I help?" He asks this question often, always genuinely intending to listen, act, and make a difference. This phrase is more than just a line from a TV show; it's a philosophy that resonates deeply with my work as a product manager.

As product managers, we operate at the intersection of strategy, design, development, and user experience. Our job is to remove barriers, facilitate collaboration, and ensure the team can focus on building the best possible product. Much like Dr Goodwin's approach to leading his hospital, we're at our best when we adopt a mindset of service, empathy, and proactive problem-solving. So, how does "How can I help?" translate into product management? Let's explore the lessons I've learned from New Amsterdam and how they shape how I approach my role.

1. A Call to Action

When Dr Goodwin asks, "How can I help?" It's more than a polite question. It's an open invitation to take responsibility and find solutions. It's a signal that he's ready to roll up his sleeves, no matter how challenging the situation. This phrase perfectly embodies what it means to be a product manager.

As product managers, we often serve as the glue that holds teams together. Our role is to identify and address the blockers that prevent others from doing their best work. When I ask, "How can I help?" I'm not just looking for surface-level answers. I'm digging deeper to uncover the root causes of issues, whether misaligned priorities, a lack of clarity on the product vision, or an unforeseen technical challenge. It's about being a facilitator who empowers others to succeed by creating an environment where everyone feels supported and heard.

2. Communication and Clear Prioritisation

One of Dr Goodwin's standout traits is his ability to manage competing priorities with clarity and conviction. He knows how to focus on what matters most in a bustling hospital where every decision could mean life or death. Similarly, in product management, we constantly balance competing demands: user needs, business goals, technical constraints, and market dynamics.

Prioritisation is at the heart of effective product management, but it's only possible with clear communication. Whether I'm presenting a roadmap to stakeholders or updating the team on shifting priorities, I've learned that transparency is essential. When priorities change, I explain the "why" behind the decisions, ensuring everyone understands the rationale. It's not just about saying "no" to certain requests; it's about helping others see how their work aligns with the bigger picture.

Dr Goodwin's approach reminds me that clarity and empathy go hand in hand. When we communicate openly and listen actively, we build trust and create alignment, which are critical for driving a product forward.

3. Handling Emergencies with Calm and Focus

In New Amsterdam, emergencies occur daily, and Dr Goodwin's ability to remain calm under pressure is one of his most admirable traits. Whether it's a medical crisis or a bureaucratic hurdle, he approaches every challenge with a clear mind and focuses on immediate solutions. I've worked to cultivate this skill in my career, as product management is no stranger to high-pressure situations.

From critical bugs that bring systems to a halt to last-minute changes from stakeholders, emergencies in product management require a similar level of calm and focus. In these situations, I channel Dr Goodwin's approach: assess the problem, prioritise immediate actions, and communicate clearly with everyone involved. It's about stabilising the situation first and worrying about the post-mortem later.

But staying calm doesn't mean ignoring emotions. I've learned that acknowledging the stress and pressure of a crisis can help diffuse tension and foster collaboration. By maintaining a steady presence and showing empathy for my team's challenges, I've found that we can tackle even the most challenging situations together.

4. Understanding the History to Move Forward

One key principle in medicine is understanding a patient's history before making decisions about their treatment. Dr Goodwin exemplifies this in New Amsterdam, often taking the time to learn about a patient's background before charting a path forward. This principle is just as relevant in product management.

Every product has a history, a series of decisions, successes, and failures that have shaped it into what it is today. Before making significant changes, I prioritise understanding where the product has been. Why were certain features developed? What challenges did previous teams face? What feedback has been collected from users over time? This context is invaluable for making informed decisions that build on past learnings rather than repeating mistakes.

Like Dr Goodwin, I believe that understanding history leads to better outcomes and demonstrates respect for the work of those who have come before me. It reminds me that progress is often incremental and small, and thoughtful changes can have a significant impact over time.

5. Leading with Empathy

Empathy is at the heart of everything Dr Goodwin does. He sees beyond the immediate problem to understand the human emotions and experiences behind it. I strive to bring this level of empathy to my work as a product manager.

Whether I'm working with developers, designers, or stakeholders, I've found that empathy is the key to building strong relationships. It's about taking the time to understand people's motivations, frustrations, and goals. For example, suppose a developer is struggling with a complex task. In that case, I know what's causing the difficulty and how I can help, whether by clarifying requirements, adjusting timelines, or simply offering encouragement.

Empathy also extends to our users. We can create products that genuinely improve their lives by understanding their pain points and needs. It's not just about solving problems; it's about making people feel heard and valued.

Conclusion: "How Can I Help?" as a Product Manager's Mindset

Dr Max Goodwin's question, "How can I help?" is more than just a phrase; it's a mindset. It's about leading with empathy, listening actively, and taking action to make a difference. As product managers, adopting this mindset allows us to build stronger relationships, confidently tackle challenges, and create products that truly serve our users.

By asking, "How can I help?" We remind ourselves that our role is not to have all the answers but to facilitate, support, and empower others. This simple question has the power to transform how we work and lead, and it is backed by genuine intention and thoughtful action.

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