You've done it! You are now the very first product manager at your company. Maybe you were promoted from within. Maybe you were hired. So, now what?
Be prepared to do a lot of hard work. Some of it won't even seem like it should be part of your job. But, you are now not only a product manager, you are a product evangelist and product leader. What you do now sets expectations for product management at your company. You are going to be clearing a path for all the people who come after you, so grab a shovel with each hand and let's start digging!
Something changed...
Your company was going along just fine before, but now it needs a product manager. This means something changed. Maybe whoever was doing the product responsibilities, like the CEO, needs more time to do other things. Maybe engineering has gotten frustrated at the vague guidance they are getting. Maybe customer support has complained about bugs or the UI enough that things needed to change. Maybe it's time to introduce a new product and the company wants to "do it right" this time. Or maybe it's one of any 500 other reasons.
Whatever has caused this shift, this is probably your top priority. You might get told the reason flat-out or you might need to dig around a while. Either way, start here.
Watch out for trust landmines
There could be any number of traps across your path forward. Here are just a few:
Maybe the company already tried having product before and it didn't work out. If so, you'll have a lot of baggage and bad experiences that you need to overcome.
Maybe engineering is worried that you are going to swoop in and try to tell them what to do. You're going to have to gain their trust and show them that you are a collaborative partner, not a mini-dictator.
Maybe someone was doing the product responsibilities before, while also holding down other responsibilities. Actually, someone was definitely doing the product responsibilities before; they just didn't have the PM title. You may find that they feel like you are cutting them out of the process or that they won't be able to get the things done that they want done. You are going to have to reassure them that their voice will still be heard. Or, if it was the CEO doing the work before, you may have to convince them to trust you and let you do your job.
The whole topic of building trust could be a post by itself, and it probably will be eventually. In the meantime, the short version is to listen to their concerns, validate what they are saying, and take action as necessary. Be open to feedback. Be honest, and empathetic. Above all, be consistent and authentic. Trust building takes months, so be patient.
Also watch out for planning grenades
This whole post is starting to sound like being a PM is about warfare! To be honest, it feels like that sometimes. Other times, it's the best job in the world.
You will need to make plans in order to make progress, but expect your plans to be blown up regularly at first. Eventually, though, senior leadership will start to understand why rapid and frequent plan changing is hurting the business, and the grenades will slow down. They never really completely stop, though.
The most common place for planning grenades to be lobbed is your roadmap. Despite your best efforts, it will be constantly interrupted by new opportunities, client emergencies, and things promised to clients in contracts. Always make sure everyone involved understands the cost for these changes by letting them know what will be moved down in priority by inserting this item into its place. Also let them know that sudden changes to the roadmap decrease both efficiency and team morale, and gently encourage them to wait to add this new idea until the next round of planning.
Be a leader
Whether or not you have a senior or leadership title, part of your job as a product manager is to be a leader. Become the expert on your product. Be assertive and make your voice heard in meetings. Speak with confidence, even when you don't feel it. Demonstrate collaboration skills and encourage other people to use them as well. Make sure that people know you are dependable and honest. Go ahead and make plans for where you would like to see both the products and the product organization in the next 1, 3, and 5 years. Then, share that vision.
Overcommunicate
You may have said something 150 times already, but it's probably time to say it again. Your coworkers are busy and have a lot of concerns of their own, so they will frequently not remember what you said. Whenever you can, back up your words with visuals and / or with documents to be shared.
Self-care is good for you AND the business
The most important thing to remember is that, in the end, you can only do so much. There is no one to back you up if you get overloaded. So make sure you tell people what you can and can't do. Put your energy where it is needed most, and communicate out both what you are doing (and why) and what you can't get to quite yet.
I feel like I've barely covered the tip of the iceberg with this post, but hopefully it's enough to get you started. You've signed up for a much larger job than just being a product manager. After all, you are the first person in a brand-new department. You will do things of which you are proud and you will make mistakes. Don't let either of them go to your head. Take a deep breath, remind yourself that you are NOT an imposter, and dive in. It's going to be a bumpy but oh-so-fulfilling road.
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