In the fast-paced and competitive realm of product management, there’s a discernible difference between the top 1% and the top 10% of professionals. Ian McAllister, a seasoned leader with an extensive background at Amazon and Microsoft, shares insights into the key attributes that set the top 1% apart.
These high-performing product managers excel not just in one or two areas, but across a spectrum of critical skills.
One of the defining characteristics of the top 1% of product managers is their ability to think beyond immediate constraints. While the top 10% may envision significant opportunities, the top 1% goes further, describing large, disruptive possibilities and developing concrete plans to capitalize on them. Their vision extends beyond current resources and market conditions.
A top 1% product manager possesses unparalleled communication skills. They can construct a compelling case that is not easily refutable or ignorable. While data is a crucial tool, the top 1% also taps into biases, beliefs, and triggers to persuade decision-makers. Their communication prowess enables them to secure the necessary resources and support for their initiatives.
The Art of Simplification
Simplification is a hallmark of the top 1% product manager. They understand how to extract 80% of the value from any feature or project with just 20% of the effort. This efficiency becomes a repetitive practice, leading to the launch of more initiatives and compounding effects for the product or business.
While the top 10% may excel at prioritizing projects, the top 1% takes it to another level. They possess the ability to sequence projects strategically, balancing quick wins with platform investments and offense with defense projects. This nuanced approach ensures a well-rounded product strategy that fosters both growth and sustainability.
Forecasting and Measurement
A top 1% product manager is adept at forecasting the benefits of a project efficiently, drawing on past experiences and comparable benchmarks. Moreover, they rigorously measure the outcomes once projects are launched, incorporating these insights into future prioritization and forecasting efforts.
Grinding it out and doing whatever is necessary to ship a product defines the execution capabilities of a top 1% product manager. They don’t see specific bounds to their role and are willing to engage in diverse tasks, from recruitment to business development, to ensure successful product delivery.
While not necessarily holding a computer science degree, a top 1% product manager understands technical trade-offs. They can gauge the technical complexity of features without extensive input from developers, collaborating effectively to make informed compromises when necessary.
Appreciation for Design
Design appreciation is another dimension where the top 1% product manager stands out. While not designers themselves, they can distinguish between good and great design. This skill allows them to communicate effectively with design counterparts, guiding the product towards superior user experiences.
The ability to write effective and concise copy is a unique skill of the top 1% product manager. They understand the impact of each word and diligently seek the perfect language for crucial elements like button labels, navigation, and calls-to-action.
In summary, the journey from the top 10% to the top 1% in product management involves excelling across multiple dimensions. Ian McAllister’s insights provide a roadmap for aspiring product managers to cultivate a diverse skill set, ultimately contributing to their success in steering products towards innovation and sustained excellence.
While encountering a top 1% product manager may be rare, McAllister suggests that aspiring professionals focus on becoming a 10% product manager and continually strive for improvement along these critical dimensions.You may also like:
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