Trust
A product manager has to be demanding. Literally: It's part of the job to demand that the product be built properly, in a timely manner. Tactfully and politely, of course. Open to suggestions and negotiation, certainly. But you still have to be demanding.
Of course, it's nicer to request than to demand. At least, that's what my mother taught me, and it's certainly a lot more comfortable. Since the members of a development team usually don't report to the PM, then it's important to be on comfortable terms with the team. But that doesn't mean that demanding results isn't appropriate.
A product manager is in-between groups that want timely results (management, Marketing and Sales), and groups that have to produce the results (Engineering, QA). Sometimes these relationships can become stressed, or even adversarial, if development has trouble meeting expectations. Product management, being in the middle, is often in the best (or only) position to resolve these problems. But not always by being "nice."
For example, if Sales is taking a message to customers that does not accurately describe the product that is being developed, it's incumbent on the PM to bring this to their attention and work with them to correct the messaging. It's the PM's responsibility to demand that Sales gets the messaging right.
Likewise, if engineering is developing something that does not meet customer expectations and will likely fail in the market, the PM must demand that the plan be modified. Usually, there is no one else in a position to do this, and failure to do so in the clearest terms can be disastrous. How it should be modified may be up to engineering, or a collaborative effort. But it's the PM's job to make the call as to whether chanages are required.
But making demands can't happen in a vacuum. Someone who demands things without credibility, or who is not respected by the team, is likely to be ignored. Or worse. A CEO can make demands because she has positional authority - a PM rarely has this kind of influence. Instead, there's one element that's a prerequisite to "demanding" behavior when there's no true authority:
Trust.
Trust is something that can grow from working together over time, or from shared interests. But there's one way that a product manager can actively build trust with people in different organizations: by emphasizing the value of working as a team toward common goals, and demonstrating a personal commitment to the goals.
When a PM demonstrates commitment to a project by becoming knowledgeable (about the customers, the technology and the team members) and by supporting the efforts of the team, then a trust is developed. This trust provides the foundation for working together effectively when things get tough. Trust happens when people believe that you have their interests at heart. The best way to build this trust is to promote the idea that when the team does well, everyone wins…and that you're on the same team they are. And your actions have to prove that you believe it.
When it comes time for a PM to demand that the team provide a detailed schedule, or to criticize a marketing plan that doesn't ring true, then trust had better already be in place. It won't magically appear during the tough times.
Asking nicely is good, when possible. But there are times when a PM has to be tough as nails. And it's going to be a lot easier with people who trust you.
Of course, it's nicer to request than to demand. At least, that's what my mother taught me, and it's certainly a lot more comfortable. Since the members of a development team usually don't report to the PM, then it's important to be on comfortable terms with the team. But that doesn't mean that demanding results isn't appropriate.
A product manager is in-between groups that want timely results (management, Marketing and Sales), and groups that have to produce the results (Engineering, QA). Sometimes these relationships can become stressed, or even adversarial, if development has trouble meeting expectations. Product management, being in the middle, is often in the best (or only) position to resolve these problems. But not always by being "nice."
For example, if Sales is taking a message to customers that does not accurately describe the product that is being developed, it's incumbent on the PM to bring this to their attention and work with them to correct the messaging. It's the PM's responsibility to demand that Sales gets the messaging right.
Likewise, if engineering is developing something that does not meet customer expectations and will likely fail in the market, the PM must demand that the plan be modified. Usually, there is no one else in a position to do this, and failure to do so in the clearest terms can be disastrous. How it should be modified may be up to engineering, or a collaborative effort. But it's the PM's job to make the call as to whether chanages are required.
But making demands can't happen in a vacuum. Someone who demands things without credibility, or who is not respected by the team, is likely to be ignored. Or worse. A CEO can make demands because she has positional authority - a PM rarely has this kind of influence. Instead, there's one element that's a prerequisite to "demanding" behavior when there's no true authority:
Trust.
Trust is something that can grow from working together over time, or from shared interests. But there's one way that a product manager can actively build trust with people in different organizations: by emphasizing the value of working as a team toward common goals, and demonstrating a personal commitment to the goals.
When a PM demonstrates commitment to a project by becoming knowledgeable (about the customers, the technology and the team members) and by supporting the efforts of the team, then a trust is developed. This trust provides the foundation for working together effectively when things get tough. Trust happens when people believe that you have their interests at heart. The best way to build this trust is to promote the idea that when the team does well, everyone wins…and that you're on the same team they are. And your actions have to prove that you believe it.
When it comes time for a PM to demand that the team provide a detailed schedule, or to criticize a marketing plan that doesn't ring true, then trust had better already be in place. It won't magically appear during the tough times.
Asking nicely is good, when possible. But there are times when a PM has to be tough as nails. And it's going to be a lot easier with people who trust you.
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