产品经理的42个原则-原则7:There Is a Fine Line between Knowing It All and Bein:无所不知和无所不能之间有一条清晰的界线!

We Become Product Managers for a Variety of Reasons

我们成为产品经理的原因有很多

But our common characteristics are that we are smart, we like to be the center of attention, and, well, we feel compelled to expose those things in what we optimistically cloak as evangelism.

但我们的共同特征是,我们很聪明,我们喜欢成为关注的焦点,而且,我们觉得有必要把这些东西暴露在我们乐观的宣传中。

Product managers need to lead teams that do not report to them; they need to be decisive in the absence of perfect information, and they need to educate others about often unrelated products.  Product managers also need to play judge when there are other conflicting opinions, and they need to defend their product decisions and plans despite internal and/or external argument.  However, product managers also need to listen intently to input from a variety of, sometimes ignorant, stakeholders and put their own opinions aside to really hear the voices of the customers, and then some. They need to accept product failure as their own fault and yet pass on congratulations when there is success to the entire product team.

产品经理需要领导那些不向他们汇报的团队;在缺乏完美信息的情况下,他们需要果断,并且,他们需要教育通常和产品无关的其他人。产品经理也需要在有其他相互矛盾的意见时扮演法官的角色,他们需要在内部和/或外部的争论中为他们的产品决策和计划辩护。然而,产品经理也需要认真倾听来自不同的、有时是无知的利益相关者的意见,把他们自己的意见放在一边,真正倾听客户的声音。他们需要接受产品的失败就如他们的失败,但是当整个产品团队都取得成功时,他们会传递祝贺。

As such, Product Managers Must Check Their Egos at the Proverbial Door

因此,产品经理必须在Proverbial Door检查他们的自尊心。

Few things deteriorate a product manager’s credibility and earned respect from others than a product manager who tries to explain something he/she does not understand. An engineer or other technical individual will find insult when the PM tries to overstep the line between requirements and specification, between the “why we built it” versus “how we built it.”  And while the product manager may ultimately be responsible for the product baby, a senior manager may pull ownership rank much like birth parents appear to claim credit and affection only once the product is successfully grown.

很少有事情会使产品经理的信誉恶化,并赢得他人的尊重,除了是一个产品经理试图解释他/她不理解的东西。当PM试图超越需求和规范之间的界限,也就是在“为什么我们构建它”和“我们如何构建它”之间的界限时,工程师或其他技术人员将会受到侮辱。虽然产品经理可能最终要对产品负责,但只有在产品成功成长后,一位资深的产品经理可能才会像亲生父母一样,宣称自己的声望和感情。

No, Product Management isn’t Typically a Thankful Position, but it is Ultimately One of Honor.

不,产品管理通常不是一个感恩的职位,但它最终是一种荣誉。

And with that honor comes great responsibility to be a clear communicator and an understated but effective leader.  Knowing how to manage your own passion while remaining committed, knowing enough about the product but, more importantly, knowing how to manage the product team and process, and, in the end, being smart enough to pick the right battles where you neither have be to defensive nor offensive in your position . . . well, that is the mark of a truly successful product manager.

有了这个荣誉,就有了成为一个清晰的传播者和一个低调但有效的领导者的巨大责任。知道如何管理自己的激情,同时保持承诺,足够的了解产品,但更重要的是,知道如何管理产品团队和过程,最后,足够聪明点,去选择正确的战斗,你面对的既不是进攻,也不是防御。好吧,这是一个真正成功的产品经理的标志。

So before you rush into a meeting filled with vim, vigor, and veracity, think about how great leaders would handle conflict and challenge.  Garner intellectual and data-backed knowledge to be better prepared than a bulldozing project manager that takes no prisoners but leaves utter doubt about who is really is in command.  If Martin Luther King, Nelson Mandela, or Mahatma Gandhi were product managers, they would gain consensus and collaboration using their charm and by setting their own examples.  Challenge yourself to be someone worth following instead of leading with a big product management stick—after all, not many of us have the public track record of Steve Jobs or Bill Gates. Refrain from being the know-it-all—instead be someone that all know they can follow, learn from, and ultimately trust to lead the product toward success.

因此,在你匆忙参加一个充满精力、活力和诚实的会议之前,想想伟大的领导者会如何处理冲突和挑战。形成智慧和数据支持的知识要比一个bulldozing的项目经理要有更好的准备,但却让人对谁是真正的指挥官产生了怀疑。如果马丁•路德•金、纳尔逊•曼德拉或圣雄甘地都是产品经理,他们将利用自己的魅力,通过树立自己的榜样,获得共识和协作。挑战自己,成为一个值得追随的人,而不是领导一个大的产品管理即时贴——毕竟,我们中没有多少人拥有史蒂夫乔布斯或比尔盖茨的业绩记录。不要成为一个无所不知的人——而是一个所有人都知道他们可以跟随,学习,并最终相信带领产品走向成功的人。



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