产品经理的42个原则-原则37-Trust and Leadership Through Good Relationships:通过良好的关系建立信任和领导力!

All of these necessary skills are wasted without the ability to motivate and lead the broader team to achieve a common goal.

如果没有激励和领导更广泛的团队实现共同目标的能力,所有这些必要的技能就会白白浪费。

Product management is both a challenging and rewarding job.

产品管理是一项既具有挑战性又值得去做的工作。

The former stems largely from the fact that as product managers we have a great deal of the responsibility, but little direct authority to achieve the desired result. The latter can be realized by overcoming the challenges through the establishment of trust and leadership.

前者在很大程度上源于这样一个事实:作为产品经理,我们有大量的责任,但很少有直接的权力去实现预期的结果。后者可以通过建立信任和领导能力来克服挑战去实现。

In the product delivery process, each team member has a well-defined skill set that is oriented at delivering a result within the functional domain—technical writers produce product documentation, software engineers develop software by writing code, and so on.

在产品交付过程中,每个团队成员都有一个定义良好的技能集,以交付职能领域内的结果为目标——技术文档工程师生成产品文档,软件工程师通过编写代码开发软件,等等。

Product management is different in that its purpose is to work across functions and ensure that everyone is delivering the necessary ingredients to build a whole product that will resonate with the market.

产品管理的不同之处在于,它的目的是跨职能工作,并确保每个人都交付必要的部分,以构建一个与市场产生共鸣的完整产品。

To be sure, other skills are required—multitasking, rapid assimilation and processing of facts, and the ability to make decisions are but a few. However, all of these necessary skills are wasted without the ability to motivate and lead the broader team to achieve a common goal.

可以肯定的是,还有一些技能是需要的-多任务处理、快速同化和事实的处理、以及决策能力等等。然而,如果没有激励和领导更广泛的团队实现共同目标的能力,所有这些必要的技能就会白白浪费。

When engaging in a project as the “new product manager,” I frequently find that there is an initial level of apprehension on the part of some extended team members. This may be partly a result of having worked with an ineffective product manager in the past. Undoubtedly, the team’s trepidation also stems from standard group dynamics where the assumption is that someone from outside of a given functional domain is working against the interests of that group.

当我以“新产品经理”的身份参与一个项目时,我经常发现一些扩展的团队成员有一种初步的忧虑。这在一定程度上可能是由于过去与一位效率低下的产品经理共事。毫无疑问,团队的恐惧也来自于标准的团队动态,在这种情况下,假设来自某个特定职能领域之外的人正在违背该团队的利益。

A good product manager will transcend this adversarial reflex by gaining the trust of all extended team members, regardless of role.

一个好的产品经理会通过获得所有扩展团队成员的信任而超越这种对抗反应,无论角色如何。

So, how does this magic happen? Well, it begins with treating everyone with respect and camaraderie.

那么,这种神奇是如何发生的呢?首先要尊重和友爱。

This may sound trite, but a visit to someone’s desk to just say “hello” and ask them about their weekend or what they’re working on because you are curious and interested can go a long way to establishing that you’re “OK.” I find that a casual visit with no agenda is so unusual in most high-pressure environments that it can begin establishing trust by the sheer nature of its contrast to the norm. You may not end up being everyone’s best friend—product management is also about managing conflict, after all—but the team members will gain a sense of trust that you are working with them and not against them.

这可能听起来很老套,但是到某人的办公桌前说声“你好”,问问他们周末过得怎么样,或者他们正在做什么,因为你很好奇,也很感兴趣,这对证明你“还好”有很大帮助。“我发现,在大多数压力较大的环境中,不带日程安排的随意访问是非常不寻常的,以至于它可以凭借与常规截然不同的性质开始建立信任。”你可能最终不会成为每个人最好的朋友——毕竟产品管理也要处理冲突——但是团队成员会获得一种信任,相信你是在和他们一起工作,而不是和他们作对。

Beyond building positive one-on-one relationships, the effective product manager must also demonstrate leadership across the cross-functional team. To be sure, many books have been written on the subject so it is impossible to capture everything in a single essay. However, at the core of all leadership is communication.

除了建立积极的一对一关系外,有效的产品经理还必须在跨职能团队中展示领导力。可以肯定的是,关于这个主题的书已经写了很多,所以不可能把所有的东西都写在一篇文章里。然而,所有领导力的核心都是沟通。

As a product manager, you should take the initiative in establishing and leading regular team meetings so that all extended team members can articulate what they’re working on, hear what others are doing, and identify dependencies and areas for collaboration. Use this forum to encourage cooperation and remind the team what the overarching product vision is in order to avoid “forest and trees” derailments and keep everyone on target. Establishing yourself as a leader by promoting communication will help you to motivate the team without any direct authority.

作为一名产品经理,你应该主动建立和领导定期的团队会议,这样所有的扩展团队成员都能清楚地表达他们正在做什么,听到其他人在做什么,并确定需要协作的依赖关系和领域。利用这个论坛鼓励合作,并提醒团队什么是首要的产品愿景,以避免“只见树木,不见森林”的情况和保持每个人的目标。通过促进沟通来确立自己的领导地位将帮助你在没有任何直接权力的情况下激励团队。

By approaching team members as fellow human beings and helping to foster communication, you can establish trust and lead the team to effectively ship products—and have some fun at the same time.

通过将团队成员视为同道中人并帮助促进交流,您可以建立信任并领导团队有效地发布产品,同时还可以获得一些乐趣。

To quote an old TV commercial, “Try it, you’ll like it!”

引用一句老电视广告:“试试吧,你会喜欢的!”



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