Product Evangelism

Product Evangelism

产品布道

In my last article I wrote about the importance of product passion, and I said that one of the reasons this passion is necessary is for product evangelism.

在我上一篇文章中我写了关于产品激情的重要性,我说到的在激情中的一个原因是它对于产品传道是必要的。

Product evangelism is, as Guy Kawasaki put it years ago, “selling the dream.” It’s helping people to imagine the future, and inspiring them to help create that future.

正如Guy Kawasaki在多年前所说的,产品传道就是“销售梦想”。它帮助人们想象未来,并且鼓舞他们去帮助创建未来。

If you’re a startup founder or CEO, this is a very big part of your job, and you’ll have a hard time assembling a strong team if you don’t get good at this.

如果你是一个创业者或者CEO,这就是你工作中非常大的一部分,如果你在这上面做的不是太好,那么你将在配置一个强大的团队上步履维艰。

If you’re a product manager at a large company, unless you’re good at evangelism there’s a very strong chance that your product will get killed before it sees the light of day, and even if it manages to ship, it will likely go the way of thousands of other large company efforts and wither on the vine.

如果你是一个大公司的产品经理,除非你有非常强烈的机会善于传道,否则你的产品将在看到黎明之时就被扼杀了,即使它设法交付,它很可能会让成千上万的大公司的努力付之东流并中途夭折。

I’ve always believed that the product owner needs to be the product evangelist for the team. If the product owner is responsible for the backlog, and the backlog is what the team is working on, the product owner needs to ensure the team understands the reasons behind the backlog items.

我一直相信产品拥有人需要为他的团队进行产品传道。如果这个产品拥有者对待定工作负责,并且这些待定工作正是团队工作的,这个产品拥有者需要确保这个团队明白待定工作背后的原因。

This not only helps the developers do their work, but more importantly, it motivates the team to actually want to do this work.

这不只是帮助开发者做他们的工作,更为重要的是,它激励团队真正想做这个工作。

There are several techniques to help communicate the value of what you’re proposing to your team, colleagues, stakeholders, executives and investors. Here are my top 10 pieces of advice for product leaders in terms of selling the dream:

有几个技巧可以帮助你同你的团队、合作者、利益相关者、高层和投资人进行价值沟通。这里有我的10个建议去让产品领导人去销售这个梦想:

  1. Build a high-fidelity prototype. For many people, it is too hard to see the forest through the trees. When all you have is a bunch of user stories and backlog items, it can be very hard to see the big picture and how things hang together (or even if they hang together). A prototype let’s them clearly see the forest and the trees.

构建一个高保真原型。对于大多数人而言,穿过树木看到森林是如此困难。当你所有的是一群用户故事和待定工作的时候,是非常难以看到大局以及事物是如何结合在一起的(尽管它们是结合在一起的)。一个原型让他们清晰地看到这个森林和树木。

  1. Share the pain. Show the team the customer pain you are addressing. This is why I love to bring developers and stakeholders along to user testing. For many people, they have to see the pain themselves to get it.

共享痛苦。向团队展示你所确定的客户的痛苦。这就是为什么我喜欢带领开发人员和利益相关者一起做用户测试。对于大多数人而言,他们必须要有切身体会。

  1. Share the vision. Create a product vision showing where you hope to be in 2-3 years. Not a list of features and not a spec, but rather, what types of services do you intend to provide, to what types of users? A set of product principles complements this well to share more of the nature of the product you’re working to create.

共享远景。创建一个产品远景展示你希望2-3年内到哪里。不是一个特征和规格列表,而是你期望向哪些类型的用户提供哪些类型的服务?一组产品原则很好的补充进来可以共享更多你正在创建的这个产品的本质。

  1. Share learnings generously. After every user test or customer visit, share your learnings – not just the things that went well but share the problems too. Give your team the information they need to help come up with the solution.

慷慨地共享了解到的。在每次客户测试或者用户访谈后,共享你所了解到的-不只是共享哪些是好的,还要包括问题。把这些信息给你的团队,他们需要这些来帮助改善解决方案。

  1. Share credit generously. Make sure the team views it as their product, not just your product. On the other hand, when things don’t go well, step forward and take responsibility for the miss, and show the team you’re learning from the mistakes as well. They’ll respect you for it.

慷慨地共享声望。确保团队视它为他们的产品,而不只是你的产品。换句话说,当事情变得不好的时候,站出来承担失误的责任,展示给团队你同样从错误中有所学习。他们将为此而尊重你。

  1. Learn how to give a great demo. Especially for stakeholders, we’re not trying to teach them how to operate the product, and we’re not trying to do a user test on them, we’re trying to show them the value. A demo is not training, and it’s not a test. Yes, it’s a form of sales. Get good at it.

学习如何给予一个不错的DEMO尤其是对利益相关者,我们不能试图教他们如何操作产品,我们也不能试图基于他们做用户测试,我们只能试图向他们展示价值。DEMO不是培训,也不是测试。没错,它是一种销售方式。

  1. Do your homework. Your team and your stakeholders will all be much more likely to follow you if they believe you know what you’re talking about. Be the undisputed expert on your users and customers. Be the undisputed expert on your market – your competitors and the relevant trends.

做好你的功课。如果他们相信你知道你正在谈论的,你的团队和利益相关者将更愿意跟随你。确保你对于你的用户和客户是毋庸置疑的专家。确保在你的市场你是毋庸置疑的专家-你的竞争者和相关的趋势。

  1. Be genuinely excited. If you’re not excited about your product, you should probably fix that either by changing what you work on, or changing your role.

真正的兴奋。如果你对于你的产品并不兴奋,那么你应该修正它,要么改变你所做的,要么改变你的角色。

  1. Learn to show some enthusiasm. Assuming you’re genuinely excited, it’s amazing to me how many product leaders are so bad and/or so uncomfortable at showing enthusiasm. This matters. Absolutely be sincere, but go ahead and let people see you’re genuinely excited. Enthusiasm really is contagious.

学着展示热情。假设你是真正的兴奋,它对于我来说太令人惊讶了,多少产品领导者是如此糟糕并且/或者是如此不舒服地在展示热情。这一点很重要。要绝对的真诚,往前走让人们看到你是真正的兴奋。热情真的是会传染的。

  1. Spend time with the team. If you’re not spending face time with every designer, developer and QA person on your team, then they can’t see the enthusiasm in your eyes. If your team is not co-located, you’ll need to make a special effort to travel there and do this at least every couple months. Spending a few minutes with every last person on the team pays off big in their level of motivation and as a result, the velocity of the team. It’s worth your time.

花时间和团队在一起。如果你在你的团队中没有会面时间给每个设计师、开发者和QA,那么他们就不能在你的眼睛中看到热情。如果你的团队是异地协作的,你将需要至少每两个月制定一个特定的行程到那里去做这些。和团队中的每个人待上几分钟是有所回报的,他们的积极性会增加,团队的动力也会增加。这是值得你花时间去做的。

Note that if your company is mid to large in size, then it’s normal to have product marketing that plays the role of evangelist with your customers and your sales force. You still may be called on to help out on the big deals and big partnerships, but you’ll need to focus your evangelism on your team because the best thing you can do for your customers is to provide them a great product.

注意如果你的公司在规模上是处于中型和大型之间,那么,通常有一个产品营销人员在你的客户和你的销售团队中去扮演这个传道者的角色。你仍然会被召唤去帮助解决大的事情和大的合作伙伴,但是你将需要关注在你的团队中的传道,因为你能够为你的客户做的最好的事情就是向他们提供一个伟大的产品。

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