The art of product managers is not a general knowledge

The art of product manager is not a general knowledge. I think this is inevitable. Based on different industries, I have devoted myself to different enterprises, business characteristics, corporate culture, and team structure, the same does not affect the positioning of product managers.
We should talk about the responsibilities of the product manager, including strategic planning, market/competing products, various research, feasibility study, demand management, business or technical architecture, product roadmap, and milestone, the layer owner thinks that this is a method of creating a product manager from 60 to 80, but it is precisely 0-60 that is the most critical. It determines whether you pass the test. Only pass the test.
I have been interviewing PDM for a long time and have a working life ranging from 3 to 10 years old. The scope of questions about products is nothing more than coming and going. But the answer is as follows: reasonable and scattered.
The reason for this is that almost all answers are based on obvious theoretical scrutiny and have risen to the theoretical level. There is not much to argue and cite, but it gives people the feeling of being "float ". This is not your opinion.
The reason for divergence lies in that almost all answers do not fall into a detailed point and cannot be focused. As a result, the interviewer feels like a thinker rather than a person who can put things into practice.
Imagine that if you have not yet understood the basic information of my industry, you can talk about the product R & D process design. If you have not figured out my employer needs, just as you have introduced your project experience several times, have these actions met the entry criteria of a product manager?
I believe that there is no such thing.
The most important skill for product managers is the ability to be recognized by others. Communication, analysis, PRD/prototype and other skills are only auxiliary means. A good product manager, who is a leader rather than a coordinator. He can call on a group of people and lead the group to implement product ideas for him. Instead of organizing and coordinating internal conflicts around A, B, and C, the latter can only be called Project assistants at best.
It is unrealistic to let others recognize and do not have to have skills (whether in business or technology) that are better than others. One Party, no one is a complete talent; both, communication needs to give the other party enough respect. A good product is often a product framework that you describe, and your team tells you how to implement it, rather than how the people you direct the team to do it. Our ancestor called it "brainstorming ". To be recognized by others, you must be psychologically accepted by others. This requires insight into their thoughts, concerns, and expectations. You may not be proficient in technology, but you must know why the architect does not recommend using Java in PHP. You may not be familiar with the business in the market, however, people in the market must be more aware of how their assessment indicators are presented ......
All in all, PM must be trusted and be unconditionally trusted!
I have not eaten breakfast. I hope you can take a pat on the road ......

The art of product managers is not a general knowledge