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<\/figure><\/div>\n\n\n\nProduct managers deal with strategies and tactics. Big-picture issues and small details. Broad market demands and individual customer nuances. Internal politics and external realities. It\u2019s hard work, and cutting corners rarely succeeds. Relevant information on customers, product plans, and financial projections are staples of your job. <\/p>\n\n\n\n
Industry\nknowledge is a must. Learn the broad \u201crules\u201d in your industry, along with\ndetailed knowledge of competitive positions. Pay attention to trends that could\nimpact current and future product sales. Categorize competition into direct and\nindirect, and most to least threatening. Then compile data\u2014relevant facts,\nstatistics, trends, and opinions. The most credible (and valued) product\nmanagers are those who can interpret and explain data in meaningful ways to\ndifferent audiences.<\/p>\n\n\n\n
Share an Inspiring Product\nVision<\/strong><\/h2>\n\n\n\nWhile the facts\nand statistics from doing your homework are critical, try to weave them\ninto a story (or scenario) that moves people into action. The most carefully\nresearched insights face cynicism when PowerPoint slides and dry\nhyperbole obscure the message. <\/p>\n\n\n\n
Storytelling is one of the most powerful inspirational tools used throughout history. Product managers who can paint a vivid picture of the future may transform a colleague\u2019s viewpoint and motivate the desired action. In Business Horizon\u2019s \u201cOrganizational Storytelling<\/a>\u201d article, the authors point out that any vision has to be something people can commit to, not just numbers to pursue:<\/p>\n\n\n\nLong renowned for its story-intensive culture, 3M cultivates tales of past successes. Stories about winning innovations help inspire employees to keep new ideas coming. Sales reps are trained to use narratives to explain the advantages of using their products to customers. Recently, 3M leaders began to use stories for strategic planning, having found that this generates more excitement and commitment<\/em>.<\/p><\/blockquote>\n\n\n\nEmbrace humility<\/strong><\/h2>\n\n\n\nBe humble. The success of your product requires the efforts of people in many functions, from purchasing through manufacturing and sales. These people are more likely to support your plans if they feel respected and listened to. This doesn\u2019t mean agreeing to every contradictory opinion. Rather it means avoiding condescension. No matter how talented you are, remember there is wisdom beyond your own.<\/p>\n\n\n\n
Some people criticize humility as a capitulation. Jeff Boss, in a Forbes article<\/a>, disagrees. \u201cHumility is frequently associated with being too passive, submissive or insecure, but this couldn\u2019t be any further from the truth.\u201d He explains that humble people are confident and competent enough to not need self-boasting. <\/p>\n\n\n\nBuild a Track Record<\/strong><\/h2>\n\n\n\nAn early challenge for product managers is to build\u2014and build on\u2014a successful track record. While humility is important, product managers cannot assume that everyone in the organization has knowledge of their expertise. Sometimes telling a short anecdote about how a recommended approach worked in a prior position in another company not only provides some credibility for the idea but also for the individual<\/em>. Social scientists refer to this as the principle of authority<\/a>, a critical component of persuasion. <\/p>\n\n\n\nPosition yourself as an expert in that area\u2014but don\u2019t stretch your expertise to everything! Volunteer for side projects that enable you to reveal your abilities. Look for quick wins that showcase\u00a0your contributions to the company, and your product manager credibility will flourish.<\/p>\n\n\n\n
The task is more\ndifficult if you are still trying to establish a track record. In\nthat case it becomes important to work with allies in the organization who can\nsupport your product vision and jump-start implementation throughout the\ncompany. Select allies who have already gained respect in the firm.<\/p>\n\n\n\n
Establish trust<\/strong><\/h2>\n\n\n\n
Long renowned for its story-intensive culture, 3M cultivates tales of past successes. Stories about winning innovations help inspire employees to keep new ideas coming. Sales reps are trained to use narratives to explain the advantages of using their products to customers. Recently, 3M leaders began to use stories for strategic planning, having found that this generates more excitement and commitment<\/em>.<\/p><\/blockquote>\n\n\n\n
Embrace humility<\/strong><\/h2>\n\n\n\n
Be humble. The success of your product requires the efforts of people in many functions, from purchasing through manufacturing and sales. These people are more likely to support your plans if they feel respected and listened to. This doesn\u2019t mean agreeing to every contradictory opinion. Rather it means avoiding condescension. No matter how talented you are, remember there is wisdom beyond your own.<\/p>\n\n\n\n
Some people criticize humility as a capitulation. Jeff Boss, in a Forbes article<\/a>, disagrees. \u201cHumility is frequently associated with being too passive, submissive or insecure, but this couldn\u2019t be any further from the truth.\u201d He explains that humble people are confident and competent enough to not need self-boasting. <\/p>\n\n\n\n
Build a Track Record<\/strong><\/h2>\n\n\n\n
An early challenge for product managers is to build\u2014and build on\u2014a successful track record. While humility is important, product managers cannot assume that everyone in the organization has knowledge of their expertise. Sometimes telling a short anecdote about how a recommended approach worked in a prior position in another company not only provides some credibility for the idea but also for the individual<\/em>. Social scientists refer to this as the principle of authority<\/a>, a critical component of persuasion. <\/p>\n\n\n\n
Position yourself as an expert in that area\u2014but don\u2019t stretch your expertise to everything! Volunteer for side projects that enable you to reveal your abilities. Look for quick wins that showcase\u00a0your contributions to the company, and your product manager credibility will flourish.<\/p>\n\n\n\n
The task is more\ndifficult if you are still trying to establish a track record. In\nthat case it becomes important to work with allies in the organization who can\nsupport your product vision and jump-start implementation throughout the\ncompany. Select allies who have already gained respect in the firm.<\/p>\n\n\n\n
Establish trust<\/strong><\/h2>\n\n\n\n
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