In previous articles, we have discussed the various stress factors associated with the role of Product Manager. The Product Manager sets the direction and directs the energy of the teams. As such, he or she must remain like a rock in a storm, an anchor for the Product vision.
In fact, as described in the fifth article of our series, the Product Manager deals with the uncertainty inherent in the job. He tames this uncertainty, transforms the unexpected into opportunities, and manages any setbacks as best he can.
We also saw in a fourth article that he manages complex product trade-offs, balancing business objectives and technical constraints. Despite an often pressurized environment, they must avoid sacrificing product quality or consistency.
It also manages an organizational context that can complicate arbitration. These may include divergent stakeholder interests, or unforeseen external changes impacting the roadmap.
A third article explored these Product Management difficulties.
A second article showed that the Product Manager structures stakeholder involvement and anticipates the product lifecycle, integrating costs beyond the Build, to maximize ROI.
The Product Manager is therefore sometimes confronted with crisis situations. His or her ability to make decisions in this context can make the difference between a successful product and a disappointing one.
In addition to all these stress factors, the Product Manager automatically concentrates the pressure: this is linked to the simple fact that he or she is responsible for defining the strategic stakes for the Product.
A rock that bears responsibility Product and anchors stakeholders
He or she is personally involved with the stakeholders: he or she conveys the vision, explains and justifies the trade-offs made to meet strategic objectives.
Frequently at the crossroads of antagonistic interests, he or she must work serenely with players who are defending their own interests. A typical example is the antagonism between business departments, or between an IT department and the business.
The Product Manager must be able to move forward even in a conflictual context, for example when the various stakeholders have strained relations.
A rock that absorbs pressure Product and guides teams
The sponsors and principals of product realization exert considerable pressure. In fact, this is often the main source of pressure in practice. This level of pressure, whether deliberately applied or not, will have various impacts on the teams and the future Product.
A good Product Manager is therefore a focal point who concentrates the pressure on himself, without redistributing it to the teams! This ability to absorb pressure is not so widespread among candidates for the job. (Indeed, recruitment criteria favor good business knowledge).
Not only must the Product Manager not pass on this pressure to the development team, but he must also preserve his own energy, so as to be able to fuel the right collaborative dynamic with the development team.
He will then share with the team the challenges of realization, milestones and constraints that are useful to know in a measured way and adapted to the objectives.
We're all familiar with the Scrum Master's role as team protector.
In reality, however, the Product Manager often also plays this protective role for the team, acting as a barrier to pressure.
In conclusion
The role of Product Manager requires a high level of emotional stability and appropriate support, such as coaching or the support of a community of practice.
Training and coaching a Product Manager gives him the means to withstand the pressure, even in a storm. As such, it's a major investment: it will enable them to make the best possible decisions, without panicking or being blinded by stress.
Contrary to common intuition, Product Manager coaching is therefore fully relevant to experienced profiles too. Our experience of a professional certification course, and the hindsight gained from different sessions, confirm this. Indeed, while junior profiles make progress on many aspects of the role, experienced profiles will deepen and link their knowledge, and thus give greater power to their knowledge. This ability to take a step back, enriched by the pedagogical input, builds their confidence, and contributes to their solidity in exercising the role.
Knowing how to reconcile doubt with confidence requires a level of mastery of techniques, but also time dedicated to this awareness. In this way, the Product Manager revisits and connects the pieces of the puzzle in the light of current experience.
What about your company? Does it offer its Product Managers the conditions they need to be that beacon of light that stands firm in a crisis? For example, how does the company support its Product Managers?
How does the company train to develop these specific skills? and does it certify their Product Management skills?
