Ahem.

I’m convinced that the best PMs don’t even know how they do “it” – it’s a gift that can’t be taught, only refined. Trees “leaf”, dogs “bark”, PMs “inspire”. And bribe, wheedle, cajole, blackmail, taunt, beg and occasionally bargain.

Happy Thanksgiving, all!

So a large part of a PM’s job is to communicate effectively and build credibility with execs.

A company in which execs and PMs are not strategically aligned is sick. Unfortunately, this situation is common.

Anyone Product Manager who has had to deal with obstinate development managers knows this very well. Who are the developers going to follow?

Additionally, in many companies, the role of product management is ill-defined or ill-understood, particularly by those in senior management, and especially so in many Bay Area companies. In one company I worked at, the role of product management was distilled down, by the Director of Product Management, into the following:

Collect and evangelize requirements.

This guy came from a very technology centric company where Development called the shots. Guess who had authority in the company I worked at?

Changing company culture is difficult. In many companies, Product Managers don’t have authority and so, don’t be so cranky on people who feel that way. Show them there is a better way, and let them know your company is different. Then, if they are deficient in some other ways, end the interview and send them packing.

Liz,
Don’t worry, all is forgiven.

The Cranky Product Manager was so muddle-headed when she wrote that statement that she forgot her own minimum wage past, and the surly service she offered from the fast food counter. She was cranky, even at age 16, and undeterred by the scolding of her “manager” who habitually told team members to “shut the f@#$ up and just do what I say.”

Thanks for the reminder.