We product managers are a surprisingly upbeat bunch considering that we seem to spend a good proportion of our time making compromises. We very rarely get the opportunity to deliver everything we need in a product.

This shouldn’t come as a surprise, however. We very rarely have truly ultimate say-so on the scope of a project; there’s always someone higher ranking that likes to make their mark on the world. Similarly, technology has a habit of getting in the way sometimes. Or pesky compliance issues. And so on.

Tagged with: , , , , ,

Product managers can be creatures of habit. Some habits are good and give us a consistent and diligent approach. Sometimes, though, we allow ourselves to be constrained by habitual thinking, inhibiting true innovation.

How often have you found yourself thinking: “we can’t do X because that’s not the way we do things” or “we can’t do Y because we can’t change our billing system”?

Tagged with: , , , ,

So much of being a product manager depends on successfully persuading and influencing others. Whether you’re presenting your product strategy, presenting a business case to the Board or talking with your customers, you need to demonstrate a good knowledge of your products and market to ensure that you come over as authoritative and credible.

Tagged with: , , , , , ,