By Saeed Khan
One question that came up at ProductCamp Austin, and that comes up often in discussions about Product Management responsibilities, is how to manage (and deliver) on all the demands made on product managers and product marketers.
I have a simple rule that I follow, and have followed for a long time.
If I’m not adding value to a situation or process, then I have no business being a part of that situation or process.
I can observe of course, but I should not be an active participant.
As an example, during my first month at a new job, someone from Engineering came up to me and asked me to get the latest version of HP-UX as Engineering had some work that needed that latest version.
I looked at the person, and said, “Why are you asking me?”
He said, matter of factly, “Oh. The product manager before you used to deal with all this and get us 3rd party software.”
I responded, “OK. That may have been what the previous product manager did, but that’s not my responsibility. You should be able to get that directly from HP without my help.”
The conversation ended and I don’t recall ever being asked for new OS versions again.
While a minor incident, this example is repeated far too often by people who, just wanting to help, or not knowing how to say “No”, acquiesce to tasks where they simply add no value. It’s time wasted that could be spent on more productive work.
Don’t confuse process with progress
On the flip side, there are people who think they are adding value, but in fact more than often than not, are actually impeding progress. These are people who confuse following a process with making progress, or are simply acting as a checklist monkey.
I’ve seen people like this. They send lots of emails, schedule lots of meetings, keep elaborate spreadsheets of activities, and yet, when you look back at the results of all those activities, it’s shocking how little value they’ve added overall.
- What positive change have they made to the product or sales/marketing process?
- Does their net contribution (i.e. minus the emails, meetings, spreadsheets etc.) “move the needle” in any significant way?
- Or are they simply a middle-man (or woman) handing off tasks to others and making excuses when the spotlight shines on them?
Are we adding value yet?
It’s a simple question we should all ask ourselves. Are we adding value? And if so, how much? How could we improve ourselves so that we can add more value in the future.
And we need to be honest, because even the best of us has room for improvement.
- How many customers do you speak with every month? How can you raise that number?
- How many prospects are you in contact with (while working with Sales) every month? Is that sufficient?
- Is your market knowledge, understanding of the buyer and competition better this quarter than it was last quarter? If not, why not?
- How well do you enable other teams to do their jobs better every quarter? Can you do better?
- Are you easy to work with or do you force others to bend to your way of doing things?
- What gripes do your coworkers have about your performance? How could you improve yourself in those areas?
These are all fundamental questions we should ask ourselves. We need to be in a process of continuous improvement, and only by doing that can we continue to add value in our roles.
Saeed
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