1% of spire product managers have all of the following qualities

Among product managers' pyramids, 10% occupy the top of the tower with some of the features below, while 1% of the top product managers have all of the following qualities.

Unobscured. 1% of spire product manager's thinking is not limited by the resources available in today's or today's marketplace. They describe great disruptive opportunities and draw up concrete plans to seize these opportunities.

communicate with. 1% The product manager's proposal can not be refuted or ignored. They will use the available data just right, but they will no longer obstruct the obedience of the people in power, funds or other resources by means of preferences, beliefs and extremists.

simplify. 1% of product managers know how to invest 20% of their energy into drawing 80% of the value out of any product function or project. They keep repeating this process, releasing more projects or bringing compound returns to their products or business.

Distinguish between primary and secondary. 1% of product managers know how to prioritize items according to their priorities. They can strike a balance between a quick fix and a platform investment; they can also strike a balance between pro-active and defensive programs. Active attacks refer to those business growth projects, while defenses are those that protect the business and eliminate business resistance (computing, removing "technical debt", eliminating bugs, etc.).

Forecast and measurement. 1% of product managers are able to predict the approximate return on a project and can apply past experience and utilize highly comparable predictions for comparability. They also measure returns after the project is launched and apply the lessons learned to future project sequencing and yield forecasting.

carried out. 1% of product managers will face difficulties. To produce results, they will do whatever is needed. There is no specific boundary between them in their understanding of their duties. As long as necessary, they will recruit talent, make buttons, develop their business, upgrade, and fight with internal lawyers ...

Understand the technical trade-offs. The 1% of product managers do not necessarily have a degree in computer science, but need a general understanding of the technical sophistication of their project's required functionality, without the need for devote the development department. They should work with the development department to make the right trade-offs (compromises).

Understand excellent design. This 1% product manager does not have to be a designer, but should be able to identify a superior design that differentiates it from good design. They should also be able to communicate to colleagues in the design department about the differences or at least guide the direction of their efforts in pursuit of excellence.

Write a valid document. 1% of product managers should be able to write concise and functional documents. They should understand that with each word written, the value of the preceding text is diluted. They should take the time and effort to find the best statement for the key document (button labels, navigation, etc.) and the general formulation is not enough.

It seems that I have never encountered such a product manager at the top of the spire such as 1%, of course, I would not find such a person until I was really hired. You can try to hire a product manager who is 10% strong and able to grow and improve in these areas, rather than looking for the top 1% in the first place.