How does the product manager say goodbye to the tear force correctly?

Too many online questions abound:

How does the Product Manager and Development Symposium Impact Force?

How to communicate with the design when product requirements change?

What if the customer changes the demand frequently but is not satisfied?

Countless changes to the demand, developers on the spot to soar?

Product managers face daily with customers, with the boss, Big Boss, third-party vendors, parallel departments or cross-departmental UI, UE, operations, development, testing, marketing, sales.

It is necessary to meet the customers ' frequent change demands, realize the prospect of earning money, and let other colleagues cooperate with you.

So happy, not good, Boss K you, customer complaints, regardless of the department or cross-departmental colleagues do not even bird you, and sometimes even, the programmer because of the inability to tolerate changes in demand, the occurrence of physical conflict situations.

Communication with each person, unfold is a communication classes. I often wonder why the product manager and the parties are torn. We work with our customers, employees and bosses to achieve a win-lose collaboration. Is this not the ultimate goal?

How can you get unconditional trust and support from others? Master of Interpersonal communication This "win" provides a good answer.

Tear down the walls of thought

001 Lens Rule

The lens rule tells us: what kind of person you are, and how you look at others.

Zhouyi The word "said: Benevolence people see the benevolence, the wise see that wisdom, the people daily and do not know, to help the gentleman's way is fresh." "To put it simply, you will always see only the part of the truth that you want to see."

There is a story: on a narrow mountain road, a lorry driver is climbing, has been driving for 3 hours, he is a bit sleepy. Going to the top of the slope, the oncoming car, the driver stretched out his head, reached for a finger, shouted to him: "Pig!" "Woo" a sound, two cars pass by. His doze woke up, he immediately stretched out his head, and scold loudly in the background of the car: "You're the fucking pig!" Your whole family is a pig! "He turned his head proudly, and looked at the downhill ahead," Oh, my God, a herd of pigs! He braked less than cut off the ditch.

Many times, the problem often comes from ourselves, and it is easy to create prejudices that are inherent to others.

When the customer is questioning your plan, the boss feels your plan costs too high, research and development think your needs are not reliable; design thinks you are too picky ... If you think about it, does he have a problem with me? Did he make a deliberate suggestion not to work? He's stalling the schedule?

Do positive attribution, with a positive attitude of zero, and reflect on the attitude of my plan to match his needs? Do I really understand his needs and what is his expectation?

The way people look at others is their own inner mapping. In this regard, psychologist Jung said:

Your subconscious mind guides your life, and you call it destiny.

002 Do not hold the "tear force" mentality

Holding the "tear force" mentality of people will be torn force. When you are holding a tearing mentality, your subconscious is in the opposite of others.

You have to refute what others say. Many product managers enter the role as soon as they get into the requirements review.

Don't let others tell you the design, even if others are right. As a product manager, if holding the mentality of "tearing force", it is basically difficult to do a good job of communication, so many work will be very difficult to go forward.

Tear down the wall in your heart and let the light in. Change your perspective and you will see a different world.

Second, build the Heart bridge

The law of Hammers tells us that when we encounter problems, we often struggle with the problem itself, not looking for answers.

It's no use staring at the lock, you have to find a way to get the key elsewhere.

With customers, bosses, colleagues in the process of communication, in the daily work of your professional water who, attitude, the way you do things determine the other recognition, your inner bridge is connected. Otherwise, even if he surface to cooperate with you, also do absent-minded, to your needs to be dazed.

When discussing a problem, be wrong about it. Often see a team obviously because the work has different views, noisy but rise to the individual on the tear level. The discussion is aimed at something that you have a problem with, not that you are not.

Three, the active bridge

Take the initiative to show good, good bridge with the other side of the relationship, for the relationship between the two investments, establish a solid win-lose model.

001 Full Communication

Because of the knowledge background, the point of view of the station, the level of access to information is not the same, it will inevitably produce disputes. All of these need to be fully communicated, in-depth understanding of operations, marketing, technology, customer service and other departments of the idea.

1) communicate with the boss. Real-life bosses will put forward a variety of needs, product managers need to put the needs of the implementation of technology to achieve. Bosses often come up with some fanciful ideas. First of all, you need to recognize the values, if a company you do not recognize the things they do, you still do not do. Second, speak with the data. When a dispute arises, the data is effective in maintaining the weapon. Finally, often with the boss more communication, understand the boss's ideas, understand the company's strategic needs. Only in this way can you be consistent with your boss's ideas.

2) and technical communication.

Product managers in the planning of products in time to communicate with the technical team technology to achieve the possibility of timely development of the time required. So a technology-savvy product manager can save a lot of time. Each technical team's ability is different, there is an objective boundary, if the implementation of a lot of difficulties, time is very long, it is necessary for the product manager to choose the corresponding function or change a design form.

002 Help each other, showing the professionalism of their own

When other departments need the support of their own department members, generous help, because you do not know when you will need their assistance. In the process of cooperation, will be thoughtful, show their professional ability, no matter who, all hope to work with the ox people.

003 Handling good contributions and partitioning

Some departments, although the Research and development department, but the KPI may be the product revenue, need to support other departments, can be a percentage of revenue in return. For example: If you help us develop a functional module, 5% of the revenue of the product is credited to your contribution, so they are helping you and contributing to your department's revenue.

004 dealing well with the private relations of the Brother Department

For example, you can build together, eat dinner together, colleagues are not only colleagues, can also become friends, involving project cooperation will be more relaxed and smooth.

At last

Different perspective, different mentality to face differences, and the problem.

If you have problems, find a solution to things that are not right.

Usually more communication, deal with the interests of the relationship, closer to personal relations. When you point your finger at someone else, don't forget to have three fingers pointing at you, and find out more about yourself.

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How does the product manager say goodbye to the tear force correctly?