The Product Management X-Factor: How to be a Rock Star Product Manager

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Product Management is a tough job: we need to be business oriented, tactical, strategic, and technical all at the same time. But some people have cracked the code about how to be more effective product managers than others. What is it about these rock star product managers that separates them from the rest of us?

Over the past 10 years in product management, Paul Young has observed what makes some people successful where others fail, and boiled it down to seven product management "x-factors," that turn good people into great.

Winner of "Best Session" at Rocky Mountain ProductCamp 2010.

NOTE: Because of the limitations of SlideShare, the formatting of this presentation does not match the original. Come to ProductCamp Austin in Jan 2011 to see this presentation live. productcampaustin.org

Published in: Business, Technology

The Product Management X-Factor: How to be a Rock Star Product Manager

  1. 1. The Product Management X-FactorHow to be a Rock Star Product Manager
  2. 2. Stuck in a rut$1.64M Bonus
  3. 3. •  Always seems to getwhat they need•  Manages winners•  Gets poached byrecruiters andpromoted•  “HiPo”•  Has the CEO’s ear•  Struggle forinvestment, mindshare•  Gets product leftovers•  Apply & fight•  Justify training•  Has to beg to beincluded
  4. 4. SizeofPopulationYears of ExperienceEffectiveness
  5. 5. BusinessTechnicalTacticalStrategic
  6. 6. CompanyPersonalInheritedLearned
  7. 7. Personality TraitsLearned SkillsCommunicationsExecutive AcuityConfidentHigh IntegrityCompetitiveOptimistCuriousCharismaticServant-LeaderAlways LearningWhole PersonMulti-vertDelegatorBusiness-SavvyNetworkerInspires OthersQuestions AuthorityStrategic ThinkerTime SelfishPM SkillsMeasurerSees products as abusinessTruth to PowerPragmatistRight Thing vs. theThing RightVery Broad;Selectively DeepTechnical ChopsStreet CredSynthesisMaster ListenerPitch ArtistMasterCommunicatorStory TellerEmpatheticMulti-LevelEffectivenessExecutive DebaterConsensus BuilderInheritedLearned
  8. 8. Personality TraitsLearned SkillsCommunications PM SkillsExecutive AcuityConfidentHigh IntegrityCompetitiveOptimistCuriousCharismaticServant-LeaderAlways LearningWhole PersonMulti-vertDelegatorBusiness-SavvyNetworkerInspires OthersQuestions AuthorityStrategic ThinkerTime SelfishMeasurerSees products as abusinessTruth to PowerPragmatistRight Thing vs. theThing RightVery Broad;Selectively DeepTechnical ChopsStreet CredSynthesisMaster ListenerPitch ArtistMasterCommunicatorStory TellerEmpatheticMulti-LevelEffectivenessExecutive DebaterConsensus BuilderInheritedLearned
  9. 9. ConfidentHigh IntegrityCompetitiveOptimistCuriousCharismaticServant-LeaderAlwaysLearningWhole PersonPersonality Traitsv
  10. 10. vs.LLLLLHHHHHZhao, H. & Siebert, S. E. (2006). The big five personality dimensions and entrepreneurial status: A meta-analytic review. Journal of Applied Psychology, 91, 259-271.EntrepreneurManager  NeuroticismExtraversionOpennessAgreeablenessConscientiousness
  11. 11. Mutli-vertDelegatorBusiness-SavvyNetworkerInspires OthersQuestions AuthorityStrategic ThinkerTime SelfishLearned Skills
  12. 12. WhatHowWhyInspiration happens here.Sinek, S. (2009). Start with Why: HowGreat Leaders Inspire Everyone to TakeAction. New York: Portfolio
  13. 13. MeasurerViews products as a businessTruth to PowerPragmatistRight thing vs. the Thing RightVery Broad; Selectively DeepTechnical ChopsProduct Management Skills
  14. 14. $2.6BFord’s Q1 2011 profit, best since 1998and a 24% year-over-year increase.http://www.marketwatch.com/story/ford-earns-26-billion-shares-rally-2011-04-26
  15. 15. “Street Cred”SynthesisMaster ListenerPitch ArtistMaster CommunicatorStory TellerCommunications
  16. 16. 86%Distinction 2009 Presentation Survey25%Executives who put more than two hours into preparing fora very high-stakes presentation.Executives who believe that communicating clearly impactstheir careers.
  17. 17. EmpatheticMulti-levelEffectivenessExecutive DebaterConsensus BuilderExecutive Acuity
  18. 18. Effective executives differwidely in their personalities,strengths, weaknesses, valuesand beliefs. Some are borneffective. But the demand ismuch too great to be satisfiedby extraordinary talent.Effectiveness is a discipline.And, like every discipline,effectiveness can be learnedand must be earned.- Peter DruckerDrucker, P. (1967). The Effective Executive. New York: HarperCollins
  19. 19. Thank You!pyoung@pragmaticmarketing.comhttp://productbeautiful.com@ptyoung

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