One of the most important parts of being a Product Manager is making sure that your stakeholders and developers understand not only what you’re trying to do, but the surrounding circumstances in which you’re trying to do it. Often, this is a matter of discussing and managing scope; at other times, it’s making sure that people understand the schedule and resources working on the improvement; and at still other times, it’s ensuring that what comes out at the end of an iteration is what everyone wanted at the beginning of the iteration. But there’s a larger set of considerations that are of key importance to aligning your teams on — because they significantly impact the overall success of what we’re trying to do. All too often we ignore these three components to our peril, and when we do there’s an even chance that they’ll come back to bite us in the ass…
That Which is Urgent is Not Always Important
We’ve all been there — that sudden call from one of your Sales team with a customer “on the hook” but they only need this one more thing to close the deal. Or maybe it’s an escalated issue from your biggest customer that lands in your mailbox with gigantic ALL CAPS AND EXCLAMATION MARKS!!!!!! Or worse yet, it’s your CEO who “stops by for a quick chat” about something that he overheard at an industry event last night. Regardless of where these things come from, they all have one thing in common — they’re urgent. They require your time now. They simply cannot be ignored.
Or can they? Or more accurately, should they be ignored? If you ask me, the answer is absolutely. Things that are “urgent” are thrust upon us by others with some expectation that we’ll drop everything and deal with them — not on our terms, but on the terms of someone else. Here’s why you should beware of the urgent and instead focus on what’s important…
You’re Already a Product Manager…
One of the most common questions I encounter in my work as The Clever PM is a simple one — “How do I become a Product Manager?” And, while the specifics depend greatly on the individual person, where they’re at in their careers, and what companies they want to break into, one of the things that I’m always telling people is that it’s likely that they already have the skills that they need. The best and worst part about being a Product Manager is that the role is often a “jack of all trades” role — filling in where there are gaps in the organization, ranging from the strongly strategic to the severely tactical. No matter where you sit in your organization, chances are good that with the right perspective and point of view, you can likely position the things you do to fit some definition of “Product Manager”.
Three Steps to Break Into Product Management
Product Management is a hot role in the current market, partly because there are companies realizing the importance of the role, and partly because everyone seems to think that they can do the job. Without opining on either of those driving forces, in my experience there are three key things that any candidate can do to optimize their chances of actually snatching a Product Management role: assessing your skills, positioning your experiences, and pitching yourself effectively. If you can master these three key components, you’ll be best positioned to take your next role in Product Management — no matter where you’re coming from.
How to Be a More Agile Product Manager
Due to the unique role that Product Managers play in most organizations, we’re often capable of being the strongest influences on the overall culture of the product development organization and of the company in general. And while there are many companies out there who are truly only interested in giving lip service to the concept of agility, there are others who actually want to be better, who want to embrace the concepts of agility — and it’s up to us as leaders to influence that and contribute where we can. While there are a lot of different behaviors that we can engage in which are likely to increase the adoption of agile practices across our organization, in my experience there are three key things that we should focus on if we want to broaden the success of agile adoption in our companies…
Pack ’em Up! Understanding Your Portable Skills
I’m often asked by in both formal and informal discussions whether I think that Product Managers are stuck in whatever industry they start in, and if not how to break into a new one. And through all the years of having these discussions I’ve determined that the vast majority of the skills that make someone a great Product Manager are entirely portable between companies, products, and industries. You can learn a new product pretty easily, assuming that you have an organization with a good onboarding process. You can learn the market pretty quickly, assuming that the company has some internal experts already there to learn from. And you can learn the politics of the organization by just paying a small iota of attention in your first 30-60 days in the organization. None of those things are directly determinative of success as a Product Manager — what is determinative is the soft skills that you bring along with you, your approaches to problem solving and consensus-building. To that end, here are three key skills that any Product Manager should leverage no matter where they are and no matter where they want to go.
Having a Vision Isn’t Always About Distance
When most people talk about “vision” they’re evoking a concept of long-term planning, setting big and brash goals that you might or might not achieve, but which set a “north star” by which you can plot the course of your product and company. And while that’s an extremely valuable use of the term, I’ve recently been thinking that having a “vision” doesn’t always have to be a 5-year plan, but can be a 5-minute plan and be equally effective. In recent discussions with some fellow product managers, I’ve come to believe that we actually do use shorter-term visions regularly, but we talk about it in a variety of different terms. And when we do, we provide a similar “north star” effect to the people with whom we work on a daily basis — we allow them to chart the course to do more than they might have if we just told them what to do, and not where to go.
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