What does it take to excel in product management ?
In the last few months, I took some time off working for large organizations and started to consult early-stage startups on how to build product organization, how product teams should work dev and the outcomes, how to process customers’ input into crystal clear requirements, and how to solve inevitable conflicts. My focus is on SaaS business touching many aspects such as scaling, security, self-service, payment and billing, and even ISO 27001. There is nothing like hands-on to keep you sharp and connected to day-to-day growth. Instead of leading and managing product teams, I decided to contribute from my own experience and help plant seeds to build a strong foundation for a successful product organization.
The vision dilemma
I start my product discussion with the CEO/founder, trying to understand until which point he sees himself leading the vision and strategy, I believe that the fundamental job of a Product Manager is to turn a leader’s vision into action. At a certain point, a Founder/CEO is no longer able to be day-to-day with product development and must focus on strategy and leave the vision to product management. To some, it may look strange but a very common mistake is to see a vision as a long-term objective while a vision is a short-term objective- that’s why it’s called VISION, something you can view it! if you can not it’s a mission/strategy. Product Managers exist to ensure that a Founder/CEO, vision is carried out. This is especially important as companies launch additional products or serve multiple use cases.
A product manager is not a talent he is a multi-talent
One of the things I love about Product Management is the opportunity to work on so many different things. One day I am focused on Marketing, another day I am engaging with Customer Support, and most days I’m working directly with engineering. So it’s all about the people and if you are not willing to be flexible moving from technical domains to more sales oriented and changing the language from development to sales it will be hard to be successful as a PLM. Similarly, Product Management offers the ability to be both strategic and tactical. One minute I’m setting a product vision for the next year, the next I’m working with a UX Designer to determine how to reduce friction for users of a single functionality in the product. I’ve also found that some Product Managers attract certain areas of responsibility while minimizing their efforts in others. A good Product Manager understands where their time is best spent. I believe a good Product Manager knows when to let others do what they do best. When to let Designers and Engineers work, and when to listen to company leadership for strategic direction.
Product manager responsible for customers
When it comes to customers I go a few steps further. I look at it as my job to represent the customer at every table I’m invited to. It’s my job to ensure that Marketing delivers what the customer needs, that the support infrastructure offers the customer what they require, that the sales process meets customer expectations, and that pricing aligns with the value delivered. Yes and I’m on the features and roadmap as well. Product is more than just software. It’s the entire experience a customer has with your organization. If a Salesperson is excited about your product, educated, equipped to sell it, and confident in what it will do for the customer, the product will succeed. Ultimately, Product Managers are measured on the success of the Product. Unless you work in an industry with no customers, you better have a good relationship with the Sales organization. I love working with Sales. I find it to be a great way to get in front of customers, and an efficient way to collect feedback. I’m also a Salesperson by heart and love the feeling of winning a business, trust establishment, and long-term relationships.
Your mind should be like a parachute, it best functions when it is open
When I make product decisions, there are three key stakeholders I am thinking about: what does my current customer base need from me? what does the industry/market of the future need from me? what does my company/employer need from me? It is obvious to say that the customer’s needs are important, and it is true. That said, be careful not to ignore customers you don’t have yet, the customer of the future. When I meet an existing customer’s needs or the needs of a persona/market that I already serve, I’m likely optimizing for retention and incremental sales. When I think about the industry/market at large, I’m allowing myself to deliver what my existing users would never tell me they need. I’m opening up exponential opportunities, positioning my product to be an industry leader in the future. Finally, looking to my employer as a stakeholder isn’t about ensuring I’m comping with the vision and mission. The best decision I can make is the one that serves my existing customer, positions my product to be a market leader in the future, and delivers toward the company strategy.
Be an expert, you are the authority
As a Product Manager, I don’t know everything and frequently my team is better than me at most things. The one thing I know I can do better than anyone is to be an expert in the industry my product serves. It is my job to be an expert. No one within my organization should know more than me about the market I serve, the users I have, and the problems we solve. The beauty of this is that just about anyone can become an expert, with effort and time. The downside is that it will take time. No one becomes an expert overnight. We either bring it into the job from experience, or we learn it on the job. Either way, a successful Product Manager is a respected authority in the industry.
Leader, not a manager
Despite the title, oftentimes Product Managers are not managers of people, they aren’t the boss. Engineering doesn’t report to them, nor does Marketing, Sales, or any other team involved in taking a product to market. Instead, Product Managers are leaders. They use influence to get things done. Effective Product Managers convince people to come along on a journey, working together to ensure success. My job is also to be a coach. I’m sharing my industry expertise with others, removing obstacles so others can do their best work, and loudly praising the team’s success.
Never let JIRA manage you, the opposite!
I haven’t once mentioned JIRA Tickets or User Stories. There is no question that User Stories are an effective way to communicate product requirements and JIRA is a great tool for organizing and planning product development efforts, However, writing and moving around JIRA tickets is not the best use of a Product Manager’s time and expertise. I believe a Product Manager’s time is best spent being an industry expert, turning company vision into product strategy, developing a roadmap, making the user persona and problems clear, removing obstacles so my teammates can do their best, work, and supporting them.