How product managers at different stages break through their own bottlenecks (Part 1). When you’re new to product management, most things are new to you. At this stage, you play the most role as the executor, implementing the boss’s ideas, coordinating technology, design, and operation resources to ensure the smooth launch of the product.

At the same time, you will be more clear about the role of the product manager, learn to master the basic tools of the product, and be familiar with the business modules.

Some students successfully broke through the current pattern in about a year, from quantitative change to qualitative change, and became independent product managers responsible for sub-function modules.

However, most product managers are still stuck in the primary product stage, busy with follow-up and optimization projects, and work overtime from morning to night, thinking that by increasing their proficiency, they can improve their capabilities, but with less effort.

Bottlenecks mean changes need to be made, rather than being in your comfort zone and constantly filling yourself with busyness. I have compiled some ways to improve, and I will think about it with you.

1. Cultivate thinking skills

One of the most common manifestations Malaysia Phone Number of junior product managers growing up is a lack of positive thinking.

The initial project follow-up can help you understand the business, quickly start the product manager, and integrate into this role. But it’s only an intermediate process, don’t get immersed in this kind of “enrichment”.

There are two reasons for this state:

1) You used to executing and following up on daily work . In this case, you need to realize that adjusting the proportion of execution. And thinking is conducive to your personal growth;

2) Without cultivating the product thinking mode , when you enter the company, there is no special person to guide you, and you will not conduct positive thinking and blindly implement the boss’s ideas. In such cases, you can develop the following key thinking habits before each follow-up or design requirement:

  • Is the demand real or fake?
  • What users and in what scenarios did it solve the problem?
  • What did I choose the current plan based on, and what work did the competitors do?
  • What is the input-output ratio and is it worth doing? and many more

2. Master product methodology

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After mastering the business process and basic skills, the junior product manager has a fragmented perspective, and can also say a few words on the problem. However, getting a brand new problem requires structured and in-depth systematic analysis and put forward relatively specific suggestions for improvement, but they are very difficult to perform.

Because it requires a complete product methodology and excellent product thinking. This is also the biggest difference between senior product managers and juniors.

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