产品经理的42个原则-原则35-Act Like a Child:表现的像个孩子!

One of the most important skills a product manager can adopt is as simple as remembering how to act like a child.

产品经理最重要的技能之一就是记住如何像孩子一样行事。

One of the key responsibilities of a product manager is to determine underlying customer needs or problems.

产品经理的主要职责之一是确定潜在客户的需求或问题。

Once they are identified, the work begins to design and market a better solution.

一旦确定了它们,就要开始设计和销售更好的解决方案的工作。

However, the skill required to get to these underlying needs is often overlooked. Many product managers, and even product management courses, teach you to interview the customer, exploring what it is they would like to see in a solution or how they would best like to get their job done. However, many of these techniques overlook the key to uncovering the real problem for which the customer needs a solution. That is, what it is that is fundamentally “broken” for the customer and needs to be addressed. In customer interaction scenarios, one of the best methods to get to this underlying information is to act like a child and continue to ask “Why?” until you reach a thorough understanding of the customer need or problem.

然而,实现这些潜在需求所需的技能经常被忽视。许多产品经理,甚至是产品管理课程,都教你去拜访客户,发现他们希望在解决方案中看到什么,或者他们最希望如何完成他们的工作。然而,这些许多的技术忽略了揭示客户需要解决的真正问题的关键。也就是说,对于客户来说,根本“麻烦”的是什么,需要被解决。在客户交互场景中,了解这些基本信息的最好方法之一是像孩子一样继续问“为什么?”直到你完全理解了客户的需求或问题。

Most sentient beings have had an interaction with a two-, three-, or four-year-old that goes something like this:

大多数有感知的人都和一个2岁、3岁或4岁的小孩有过类似的互动:

You say, “We need to get ready to go home now” (or some such directive), and the child replies, “Why?” You then patiently explain the day’s schedule and why it is important to go home now, and how this causally ties in with the rest of the day’s plans. The child simply responds “Why?” You may or may not now respond as patiently, explaining why these plans were set, to which the child will respond in turn, “Why?” This pattern then repeats ad nauseam until one or both of you give up in utter frustration or abruptly end the conversation with an emphatic “I don’t know.”

你说,“我们现在需要准备回家”(或者类似的指示),孩子回答,“为什么?”然后,你耐心地解释当天的日程安排,为什么现在就回家很重要,以及这与当天其他计划之间的因果关系。孩子只是简单地回答:“为什么?”现在,你可以选择是否有耐心的回答,解释为什么制定了这些计划,孩子们也会依次回答:“为什么?”这种模式会令人反胃地重复,直到你们中的一个或两个在彻底的沮丧中放弃,或者突然以一个强调的“我不知道”来结束对话。

While sometimes frustrating, it turns out children are learning.

虽然有时令人沮丧,但事实证明孩子们在学习。

In fact, while these questions may be repetitious to a painful degree, the key is that the child is engaging in a deeper learning exchange. Interestingly, researchers have lately found the strongest learning environments are the ones in which adults engage in rich conversations with children in just such environments (interestingly, even with those as young as two years old).

事实上,虽然这些问题可能会重复到令人痛苦的程度,但关键是孩子正在进行更深层次的学习交流。有趣的是,研究人员最近发现,在最强大的学习环境中,成年人会在这样的环境中与孩子进行丰富的对话(有趣的是,即使是那些只有两岁大的孩子)。

Product management is no different.

产品管理也不例外

That is, in order to have the greatest learning, it is important to have a series of rich conversations with your customer. One of the basic techniques I have found to be most successful is to act like a child and continue to ask “Why?” I often counsel product managers to then repeat this until they truly feel that they have exhausted the topic and have a deep understanding of the specific issue the customer is trying to solve.

也就是说,为了有最好的学习,与客户进行一系列丰富的对话是很重要的。我发现最成功的基本技巧之一就是像个孩子一样继续问“为什么?”“我经常建议产品经理重复这句话,直到他们真正感到他们已经把话题讲完了,并且对客户试图解决的具体问题有了深刻的理解。”

So, when a customer asks you for a specific feature or answers your question about how they perform this task daily or how they would want to, ask them “Why?” Carefully listen to their answer, understand it, and then ask them “Why?” again. The goal is to drill down to the underlying causes of the behavior. What is the key problem they are trying to solve? It is important to point out that this technique is most successfully employed by carefully adjusting your tone with each “Why?” to explicitly not sound like a child. But ask the question again, each time you have gained an understanding of what your customer has just told you.

所以,当客户问你某个特定的特征,或者回答你关于他们如何每天执行这项任务或者他们想要怎样做的问题时,问他们“为什么?”仔细倾听他们的回答,理解它,然后再次问他们“为什么?”这个目标是研究导致行为的潜在原因。他们试图解决的关键问题是什么?重要的是要指出,这种技巧最成功的运用是通过仔细调整你的语调来表达“为什么?”明确地说,听起来不像个孩子。但每次你都能理解客户刚刚告诉你的事情时,再问一次这个问题。

I can guarantee that if you stop with the first “Why?” you are likely to design a solution that misses the mark.

我可以保证,如果你在第一次问“为什么?”时就停止了,那么,你很可能会设计出一个没有击中目标的解决方案。

You will be solving for a very specific problem that may not generalize well or may not truly represent the actual problem they are trying to solve..

你要解决的是一个非常具体的问题,这个问题可能不能很好地概括,也可能不能真正代表他们想要解决的问题。

By asking why again and again, you uncover the root cause or the base level need. By getting to this level, you will then have many more degrees of freedom in designing an appropriate solution and, in the end, I can guarantee you will have a delighted customer.

通过反复询问原因,您可以发现根本原因或基本需要。一旦达到这个级别,您将有更多的自由度来设计合适的解决方案,最后,我可以保证您将拥有一个满意的客户。



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