What separates the top 1% of product managers from the top 10%? / Hebrew

What separates the top 1% of product managers from the top 10%? / Hebrew

Below is the translation become Ian McCallister. This article seemed to me to be short and useful, but in the original language there are many phraseological units that make it difficult to understand. This is my first translation, I hope it turned out well and will be useful for colleagues in the management department.

10 years ago I wrote an answer to a Quora question. Since then, it has been viewed almost a million times. Today, many product managers know me for this position, or otherwise, for “working backwards” – the process of developing products at Amazon.

Then, in 2012, I managed several seller managers at Amazon. Since then, I’ve managed nearly a hundred product managers at Amazon, Airbnb, and other startups, as well as being a senior manager and director of product management. My experience has grown. I guess now is the time to think about what I may have missed 10 years ago and update my Top 1% Products post.

Here is a list of skills from my last post, some of which the top 10% of product managers have, but the 1% have most of them. I have added some additional comments in square brackets.

  • Think big. The 1% of PMs will not be limited by the resources available to them today or the current market environment. They will consider opportunities to change society’s values ​​and describe specific plans for how to do this. [Они будут избегать погони за мелкой рыбёшкой, понимая, что должны охотиться на крупную дичь]

  • Negotiate. 1% PMs can come up with arguments that will be impossible to refute or ignore. They will use data judiciously when possible, but will also use beliefs, convictions, and influence on top management to allocate staff, budget, and other resources to enable their team to smoothly achieve their goals.

  • Simplify. The 1% of PMs know how to squeeze 80% of the value out of any function or project with only 20% of the effort. They do it again and again, launching more and more, achieving a cumulative effect for the product or business. [Они понимают, когда дизайнер или инженер пытаются сделать больше, чем требуется, и способны убедить их упростить реализацию]

  • Set priorities. 1% of PMs can predict the approximate benefit of a project, doing so quite effectively based on previous experience and using similar samples. After the project is launched, they measure the benefits and use the knowledge gained to prioritize future projections. [Они знают, что ключевые метрики являются приоритетом номер один при запуске продукта, а не второстепенной идеей, постепенно вводимой после запуска]

  • Perform. 1% of PMs prove the relationship definitively. They do their best to deliver. They recognize no limitations. As needed, they hire people, they pay attention to small details, they develop business strategy, they escalate issues, they fight with corporate counsel, they… [Они являются мастерами последнего километра и не теряют энтузиазма после одобрения проекта или его запуска]

  • Understand the technical duty. 1% of PMs do not require a master’s degree in computer science. They should have a rough idea of ​​the technical complexity of the feature they’re tasked with without consulting the developers. They must work with developers to reach optimal technical compromises.

  • Understand good design. 1% PMs don’t have to be designers, but they should appreciate great design and be able to distinguish it from good design. They should be able to explain the difference to the designer, or at least articulate the direction in which to move from good to great.

  • Write effective texts. 1% of PMs are able to write short texts that get the job done. They understand that each additional word reduces the value of the previous ones. They spend time and energy finding the perfect word (button title, navigation element, call to action, etc.) rather than just a word that will do.

Looking at it, I’m still very pleased. Skills have stood the test of time. Although I wasted something. Below is a list of additional competencies that I have come to respect and appreciate over the past decade.

  • Earn trust. 1% of PMs understand people, and know that the way to earn the trust of one person can be completely different from another person. They find out what is important and especially sensitive for superiors, colleagues or other interested parties. They do whatever it takes to earn everyone’s trust and turn them into allies, not just colleagues.

  • Analyze carefully. 1% of PMs understand what data they need, go and get this data. They don’t create a request for an analyst and wait weeks or months for it to be completed. Along with customer insights, data is the lifeblood of the 1% of PMs, and they will stop at nothing to get the data they need to make a decision.

  • Effectively resist. 10% of PMs know how to fight back. 1% PMs know how to fight back and stay on top, especially if they’re contradicting someone whose opinion carries more weight than their own. Winning requires a lot of effort, providing compelling data, and finding the right pressure points to change the decision in the right direction.

  • Adapt to changes. The 1% of PMs do not lose their balance with every change in leadership, strategy, resources, or when decisions are made that do not match their plans. They don’t waste energy and don’t create drama. They assess how the changes will affect them or their product, adapt and get back to work.

  • To move by influence, and not by promotion. 1% of PMs wake up every day thinking about how to increase their impact for the good of the product and the company. Promotion is not their fuel and does not influence their daily decisions. They don’t do anything for “visibility”. Ultimately, their influence leads to visibility and promotion.

What skills did I miss? I’ll have to put them off until the next update in 2032.

Link to the original

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