产品经理的42个原则-原则21:Define and Align Your Roles and Responsibilities:定义你的角色和职责并形成共识!

As there are many perspectives on the product management role, make sure your definition is aligned with that of your new management team.

由于对产品管理角色有很多看法,请确保您的定义与您的新管理团队的定义是一致的。

One of the great challenges of taking on a new product management role at a company is the many definitions and perspectives of what product management is and what the roles are called. And it doesn’t help that the job description used for the role was probably cut and pasted from somewhere without much thought as to what was really required. Based upon my experience of taking on new product management roles, one important lesson that I learned is to make sure that your understanding of the role and your management’s understanding of the role are well aligned. Any significant misalignment will result in significant frustration and dissatisfaction.

在公司中体现一个新产品管理角色的巨大挑战是产品管理是什么和角色被称为什么的定义和观点是多种的。对于这个角色的职位描述很可能是从某个地方剪切和粘贴的,而没有考虑什么是真正需要的。根据我承担新产品管理角色的经验,我学到的重要一课是,确保您对角色的理解和您的管理人员对角色的理解是一致的。任何重大的偏差都会导致严重的挫败感和不满意。

To illustrate with one example, I joined a small technology company as the first product manager ever.

举个例子,我加入了一家小型科技公司,成为第一个产品经理。

I saw this as a great opportunity to establish and grow the role within the organization. During an early meeting with the CEO, I talked about scheduling some customer visits and his response was, “if you want to learn what our customers need, just ask me.” In his mind, my only job was to write product requirements and there was no need for me to speak with customers, because he already knew it. As I continued to define and grow the product management role, I butted heads far too often with the CEO, and this opportunity turned into a very painful experience. Now this is probably an extreme case of role misalignment, but any major misalignment between you and your management team will most likely turn into a negative experience.

我明白这是一个在组织中建立和发展角色的好机会。在与CEO的早期会面中,我谈到了安排一些客户访谈的时间,他的回答是:“如果你想了解我们的客户需要什么,那就问我吧。”在他看来,我唯一的工作就是写产品要求,我不需要和顾客交谈,因为他已经知道了。在我继续定义和发展产品管理角色的过程中,我与CEO的对接过于频繁,而这个机会变成了一种非常痛苦的经历。这可能是一个极端的角色错位的例子,但是你和你的管理团队之间的任何重大偏差都很可能变成负面的体验。

So what can you do to avoid this situation?

那么,你能做些什么来避免这种情况呢?

As you start interviewing for a new role, enter with a strong definition of what you expect the role to be and discuss this with the interviewing team. If you’re not sure how to do this, start with the foundation you learned in your product management training. Pull out that framework that you have tucked away, build your definition of the role based upon that framework, and then augment that with your past experience of what worked and didn’t work. From this exercise, you should have a pretty good definition of the product management role. Discuss this with everyone you interview with, especially the hiring manager, product management peers and cross-functional peers (engineering, marketing, sales, etc.). This will accomplish two things for you. It will ensure that your vision of the role matches the vision of your management and colleagues. If it doesn’t align, this opens up a good opportunity for a healthy discussion that will help you find a middle ground that meets everyone’s expectations. This discussion will also underscore your depth of knowledge and experience in the product management role and help set you apart.

当你开始面试一个新角色时,要对你所期望的角色有一个强有力的定义,并与面试团队讨论这个问题。如果你不知道该怎么做,那就从你在产品管理培训中学到的基础开始吧。把你一直藏在一边的框架抽出来,根据这个框架建立你对角色的定义,然后用你过去已经获得的经验和没有做的来扩大。从这些经验中,您应该对产品管理角色有一个很好的定义。与你面试的每一个人讨论这个问题,特别是招聘经理、产品经理同事和跨职能的同事(工程师、市场营销人员、销售等等)。这将为你完成两件事。它将确保你对这个角色的愿景与你的管理层和同事的愿景相匹配。如果它不一致,这将为一个健康的讨论提供一个良好的机会,它将帮助你找到一个符合每个人期望的中间地带。这个讨论还将强调您在产品管理角色方面的知识和经验,并帮助您区分开来。

If you only discover this misalignment once you get into the new role, the first step I recommend is to do what I described above.

如果您在进入新角色后才发现这个偏差,那么我建议的第一步就是按照上面的描述来做。

Build your definition of the product management role based upon your training and experience and then start discussing it with the management team. You should discover either that they don’t have a full understanding of the role or that you have differing definitions of the role. From my experience, most often the case is that they don’t have a full understanding of the product management role, and this is your opportunity to educate them on what you should be doing and why you should be doing it. Build a plan on how you’ll implement your vision of the role and then execute on it, keeping clear and open communications with management during the full process.

根据你的培训和经验,建立你对产品管理角色的定义,然后开始与管理团队讨论。你会发现要么他们对这个角色没有完全的理解,要么你对这个角色有不同的定义。根据我的经验,最常见的情况是,他们对产品管理角色没有完全的了解,这是你的机会,让他们了解你应该做什么,以及为什么你应该这样做。建立一个计划,告诉你如何实现你对这个角色的愿景,然后执行它,在整个过程中与管理层保持清晰和公开的沟通。

If all of this fails, I highly recommend you start looking for another opportunity, as the current situation can only set you back in your career progression.

如果所有这些都失败了,我强烈建议你开始寻找另一个机会,因为目前的情况只会让你在职业道路上重回老路。



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