Nine of the product managers in the Spire 1% should have the skills

Guidance: Rumors, God-grade product managers themselves should have the 9 major skills: 1, the field of vision to open; 2, to be able to communicate; 3, understand simplification; 4, know priorities 5, forecast and measure; 6, execute; 7, understand technical trade-offs; 8, understand good design; 9, write valid documents.

In a pyramid called Product managers, the legendary product managers of the 10% are supposed to have a few of the following characteristics, while the product manager at Spire 1% should have all of these qualities.

1. Broaden your horizons. Product managers at the spire 1% their minds are never limited by the resources available today or in today's market environment. They will map out the big disruptive opportunities based on the market environment and make specific plans to capture these opportunities.

2, will exchange. 1% product managers, their proposal is a lot of people can not refute or ignore. They use the right amount of data, and use their preferences, beliefs, and motivations to put money, money, or other resources in the right place and stop blocking them.

3. Know how to simplify. 1% of product managers know how to invest 20% of their energy in any product feature or project to absorb 80% of the value. They keep repeating the process, releasing more projects or bringing a composite return to the product or business.

4, know priorities. 1% of product managers know how to sort items according to their priorities. They can strike a balance between a quick fix and a platform investment, or strike a balance between proactive and defensive projects. Active attacks are those that grow in business, and defenses are those that protect business and eliminate business resistance (operations, clear "technical debt", eliminate bugs, and so on).

5. Forecast and measurement. 1% of product managers can predict the approximate benefits of a project, and can apply past experience and use comparable reference standards to achieve efficient forecasting. They also measure returns after the project is launched and apply the lessons learned to future project sequencing and earnings forecasts.

6. Implementation. 1% of product managers will face the difficult. In order to produce results, they will do whatever they need. There is no specific boundary between the responsibilities they understand. They recruit people, make buttons, develop businesses, upgrade, and fight in-house lawyers whenever necessary ...

7, understand the technical balance. These 1% product managers do not necessarily have a computer science degree, but they need to have a general understanding of the technical complexity of the functionality required by the project without the need for the development department to invest in human resources. They should work with the development department to make the right technical trade-offs (i.e. compromise).

8, understand the excellent design. These 1% product managers are not necessarily designers, but they should be able to identify outstanding designs and distinguish them from good design. They should also be able to communicate the difference to colleagues in the design department, or at least to guide the way in which excellence is pursued.

9. Write valid documents. 1% of the products should be able to write concise and effective documents. They should know that each more word, the value of the previous text is diluted a little. They should devote time and effort to finding the best expression for key documents (button labels, navigation, etc.), and the general presentation is not enough.

I never seem to have met a product manager like this at Spire 1%, and of course I wouldn't have found one until I actually hired him. Instead of looking for a 1% of the spire, you can try to hire a top 10% product manager who can grow and ascend in these areas.