产品经理的42个原则-原则17:You Do Not Own Your Product:你并不拥有你的产品!

The difference between leading your product team and owning every aspect of every detail in your product is your level of sanity.

领导你的产品团队和拥有产品中每个细节的每一个方面的区别在于你的理智程度。

As product managers, we’re encouraged to act as CEOs for our products.

作为产品经理,我们被鼓励扮演我们产品的CEO。

What does that really mean? Many of us believe that it means we should be making all the decisions about our products.

这到底是什么意思?我们中的许多人认为,这意味着我们应该对我们的产品做出所有的决策。

After all, how can you be responsible for its success if you don’t have this authority? But watch your CEO carefully. If the CEO in your company is making all the decisions, then:

毕竟,如果你没有这个权威,你怎么能对它的成功负责呢?但是仔细观察你的CEO。如果你公司的CEO正在做所有的决定,那么:

You’re not making product decisions anyway, the CEO is; and

       你没有做产品的任何决策,而是CEO在;以及

this is not a very scalable company.

      这不是一个具有扩展性的公司。

I’ve seen product managers who want to make all the decisions—and I’ve been one.

我见过想要做所有的决定的产品经理——而我就曾经就是其中之一。

We drive ourselves crazy trying to be everywhere at once, wasting emotional energy when decisions are made without us, and creating a huge bottleneck the rest of the time.

我们疯狂的驱使我们自己尝试一切,当缺少我们做决策的时候,那就是浪费情感能量,然后就是在剩下的时间里制造一个巨大的瓶颈。

Successful leaders at all levels know that collaborative decision making is more effective than top-down mandates.

各个层次的成功领导者都知道,协作决策比自上而下的命令更有效。

Here are my top rules about facilitating product decisions:

以下是我关于促进产品决策的首要规则:

Define the right criteria for the decision. This is the key to the product manager’s role in decision making. Work with your team to make sure you understand what will influence their decision and what data they need to see.

为决策定义正确的标准。这是产品经理在决策过程中所扮演的角色的关键。与你的团队合作,确保你了解什么将影响他们的决定和他们需要看到什么样的数据。

Get all points of view on the table.

把所有的观点都放到桌面上。

Even if the decision made doesn’t favor a particular view, at least that input gets acknowledged.

即使做出的决定不青睐某一特定观点,至少也会得到认可。

Think through the implications (strategic, financial, tactical/logistics) from each perspective you’ve heard.

从你所听到的每一个方面来想清楚(战略、财务、战术/物流)的背后的东西。

In most decisions, some stakeholders will hold a larger or more critical stake than others. Make sure you identify the key stakeholders to the team. Get them to provide data and do your own research to provide any missing data.

在大多数决策中,一些利益相关者将持有比其他人更大或更重要的话语权。确保您确定了团队的关键利益相关者。让他们提供数据,自己去做研究,并提供任何缺失的数据。

Present data and other facts to the team, in context of the strategy and financials.

在战略和财务方面,向团队提供数据和其他事实。

Look to your key stakeholders to propose solutions and ask for the team’s support. You can also propose your own solution.

向你的关键利益相关者寻求解决方案,并请求团队的支持。你也可以提出自己的解决方案。

Map out a Plan B and help your team understand how you will determine if the recommended approach is working (or not), and how you will transition to Plan B if needed.

制定一个计划B,并帮助您的团队了解您将如何确定推荐的方法是有效(或无效),如果需要,您将如何过渡到计划B。

Ask for support. You’ll likely find that even those who don’t agree with the recommended decision will go along with it. They’ve had a chance to provide input, they understand which functional group has the most at stake, they’ve seen the supporting data, and they know how the team will take corrective action if needed.

寻求支持。你可能会发现,即使是那些不同意建议决定的人也会赞同。他们有机会提供输入,他们知道哪个职能组织的风险最大,他们已经看到了支持数据,并且他们知道如果需要,团队将如何采取纠正措施。

NOTE: There may be times when your team turns to you to and asks you to make the decision.

注意:有时你的团队会向你求助,并要求你做出决定。

When they ask, do it.

当他们问的时候,就去做。

But still follow the process above so that you have good information as the basis for your decision, and as much buy-in as possible.

但是仍然要遵循上面的过程,这样你就有了好的信息作为你决策的基础,并且要尽可能多的接受。

What if a functional group needs to make a decision relating to your product and can’t bring it to you or the team? If they know your strategy, they’ll be much more likely to make the right decision.

假如一个职能组织需要做出与你的产品相关的决定,但是并没有让你和你的团队知道,那么,结果会如何呢?如果他们知道你的战略,他们就更有可能做出正确的决定。

Collaborative decision making is just plain smart. Why forgo the incredible amount of experience and expertise on your cross-functional team? Leverage it and your product will be well on its way to success. And your life will be a lot less crazy.

协作决策是非常明智的。为什么要放弃你的跨职能团队中的大量经验和专业知识呢?利用它,你的产品将会很好地走向成功。你的生活将会变得不那么疯狂。



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