Product Management in Practice: A Real-World Guide to the Key Connective Role of the 21st Century

Ask your teammates about the most valuable and well-run meetings they’ve ever attended, and work with them to set a clear vision for what a “good” meeting should look like in your organization.

Instead, you must do whatever you can to make sure that your organization’s goals are as clear and actionable as possible.

Build bridges before you need something

Great product managers not only tolerate, but actively enjoy, the challenge of creating alignment and understanding between different roles and perspectives.

Bringing out the best in the people on your team Working with people outside of your immediate team, who are not directly incentivized to work with you Dealing with ambiguity On his third point, he added: “The skill of actually figuring out what you need is probably as important as what you do after you figure it out.”

You have lots of responsibility but little authority

a product manager must be able to effectively communicate between stakeholders and users, organize the product team for successful collaboration, research new ideas and perspectives, and execute whatever day-to-day tasks are required for their specific role and team.

Because product managers rarely have direct organizational authority, it can be tempting to couch any requests for specific actions — especially actions like staying late to release a product or redoing work that was already completed — in the “nicest” terms possible. But being ambiguous about what you’re asking for — and whether you’re asking at a

If you’re starting to feel insecure about your work, talk to your team and see what you can do to better contribute to their success.