Product management is an old concept… still can bring a lot of light in our day-to-day activities to succeed with our projects. Experience lessons are the ones that help us a lot to improve the approaches and the way people perceive it.
Even in human elderly times, people were applying concepts from product management still we are seeing as a young discipline. Product Management is such a young job title that people in PMs role often find it hard to identify a voice (according to this article) with the experience and expertise to guide us.
The Agile Product Owner or the person responsible for the Agile Product Management discipline should have skills in servant leadership style. This is what I’ve seen in practice that brings unexpected significant results. You are the person who should create the safeness in the workplace and all the quality stuff will come, like failures - from which they learn. When you use validated learning as a method to grow, then these are the people you want them in your team. The best chances to have glorious success are with these people because they are finding solutions to any impediment that may arise, and they embrace the uncertainty with less fear.
Are we on the right path?
The moment is the right one?
The market is the right one?
Do we have the right team to create the product?
As a reality check, you should from time to time to answer these questions and discuss them with your team members to see if there is the same understanding. Sometimes the brilliant answers come from people you expect less. Everything is changing - business is changing - so the answers to these questions could change, too - even so this means you have an opportunity or an issue 🙂
A way to learn - with full openness - is to accept that our mind it biases us, and therefore every hypothesis we must challenge it and learn from it - validated learning - if you plan to do something innovative which can be a “vitamin” or a “painkiller”. Is nothing wrong with any approach - both of them are necessary - even if a VC/investors will argue this. Discuss with many people without offering solutions, but only questioning everything!
Most when I’m discussing with people in Agile Product Owner role they are going with the flow - which is a wonderful thing - but having an image you can influence (most of the time unconsciousness) hastily the flow.
We as humans are having a mind oriented on negative rather than positive. But I do not want you to see an uncertainty hastily that the product can grow.
Don’t forget that our brain “wants to be right, all the time” so it depends on us with what thoughts are we planted.
Find easy the right people! 🙂
Attitude is the first thing that counts and the skills will come along. This phase of choosing the right people in the team could be the most important decision that you can make as a PM.
Sometimes it is even better to help the team grow, even if you make mistakes in the customer relationship than having a skilled team and fail later when the clients multiply.
My opinion is to question everything - what it said as a hypothesis. Ask questions, let the what-if moments come, change the perspective, develop arguments and share them with the team, clients, collaborators, etc.
The product is the team. Are all the members of the team engaged?
If they succeed, the product is succeeding and the other way around is still available.
The human factor is primordial… do what you have to do for your product development, you work in the product management field, but never let your team behind.
No matter what type of clients you have - select them from the beginning because they will shape your product in time, even if you believe it or not.
Some (final) thoughts
This article is part of a bigger topic called: