Product managers are the drivers of their products. It’s their responsibility as product managers to define the right product strategy, translate this into a product roadmap and ensure that their team is executing flawlessly on delivering great results day in and day out. In addition, they’re required to have a finger on the pulse for changes in technology, industry, or consumer needs. Constantly staying up-to-date, analyzing new trends, and recognizing potential opportunities/threats is key to being a successful product manager. Manfred Bortenschlager , Founder & CPO at OpenText describes it as “seeing around corners”. How can you be better prepared for what lies ahead?
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Visionary: Successful entrepreneurs are able to think big. They’re not chasing the popular trends but make sure they are setting their company up for sustainable growth in 5 years, 10 years, and beyond. This requires an understanding of the larger market landscape, anticipating changes that may come along, and always having a finger on the pulse of technology.
Empathetic: It’s becoming increasingly important for product managers to be able to empathize with the end-user (or your customers). Although everyone can benefit from great customer service, it is especially important when you are in charge of delivering products or services to them directly. Empathy ensures that you understand what your users want/need and how you can meet those needs better than any other person or brand.
A good exercise here is to ask yourself “how would I feel if I was using this product/service?”: It’s becoming increasingly important for product managers to be able to empathize with the end-user (or your customers). Although everyone can benefit from great customer service, it is especially important when you are in charge of delivering products or services to them directly. Empathy ensures that you understand what your users want/need and how you can meet those needs better than any other person or brand. A good exercise here is to ask yourself “how would I feel if I was using this product/service?”.
Analytical: Product managers go through a variety of data on a daily basis. Some relevant data may come from market research, while some will come directly from customers. Data analysis will help you to understand the current state of your product, its users, and what they are looking for next. This can be done by applying statistical methods like cluster analysis, A/B testing, or user research (e.g., usability tests, diary studies).
Collaborate: Product managers work with teams of people to define new products that require input from many different angles. Great communication skills are key here; you must be able to collaborate effectively with all stakeholders, like engineering teams, designers, and support groups who make up these new products. Developing trust-based relationships is important as well– it’s vital that everyone on your team feels comfortable giving feedback about your product or ideas on how to improve it. This requires a high level of emotional intelligence, especially if the feedback you receive is not positive.
Product managers work with teams of people to define new products that require input from many different angles. Great communication skills are key here; you must be able to collaborate effectively with all stakeholders, like engineering teams, designers, and support groups who make up these new products. Developing trust-based relationships is important as well– it’s vital that everyone on your team feels comfortable giving feedback about your product or ideas on how to improve it. This requires a high level of emotional intelligence, especially if the feedback you receive is not positive.
Communicate Clearly: To be successful in this role, you should have strong writing and speaking skills so that others can understand your ideas, product requirements, and design decisions. Communicate early and often — before the product is created — to make sure you are on the same page about what needs to be built.
To be successful in this role, you should have strong writing and speaking skills so that others can understand your ideas, product requirements, and design decisions. Communicate early and often — before the product is created — to make sure you are on the same page about what needs to be built.
Co-Create: You must co-create at all times with engineering teams– it’s vital that everyone understands their respective roles when building a new feature or product so there are no surprises later down the road. Keep them in the loop by providing regular feedback during each step of the process. Empower your engineering teams by providing them with as much direction as possible without burdening them, and always seek to establish a give-and-take relationship between product management and engineering.
Engineer empathy: You should be able to empathize with engineers on a daily basis — after all, you’re going through the same fire drills on a daily basis. Understand their concerns, challenges, and goals so they can better do what’s best for your company from a technology perspective. This understanding will also help build more trust among your team members down the road when trying to ship new products or features. Develop strong lobbying
skills: In order to bring your ideas to life at your company, you’ll need to develop strong lobbying skills with your engineers.
Convincing them to try new technology, take risks, or work nights & weekends is tough — especially when you’re not an engineer yourself. It helps tremendously to have a strong rapport with your engineering team members.
Be realistic: Don’t create false deadlines, expect your engineers to always come through for you and never back down from the “impossible.” Telling your boss that something can be done by next week when you know it won’t happen isn’t going to help anyone in the long run.
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