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Skill Set vs. Subject Matter
Product management is often at the intersection of user experience, technology and business. The skills required for a designer, developer, and business leader are very different from those needed to create alignment between designers, developers, and business leaders.
While UX, tech, and business are areas of subject matter knowledge that are relevant to some product managers, they are not the skills needed to be a great product manager.
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Communication skills
Product managers must be able to communicate between customers and stakeholders. A great product manager can listen openly and empathetically to customer needs, align those needs with the company's goals, and articulate a plan to internal stakeholders.
Great product managers enjoy the challenge of alignment and understanding between different roles and perspectives. Since they seldom have direct authority, they have the skills to manage through influence.
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Organization skills
Product managers must organize their teams to work together. Where communication skills are about managing one-on-one interactions, organization is about scaling and operationalizing these interactions.
Not all people that are great individual communicators are great organizers. When product managers lack organization skills, they often become bottlenecks for their team.
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Execution skills
Product managers who lack execution skills may reorganize and optimize internal processes and lose sight of what they're working towards.
Non-technical people can make great PMs. They may find it challenging to have technical conversations, but the PM that focuses on execution will keep the conversation grounded in goals and results.
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IDEAS CURATED BY
CURATOR'S NOTE
The traditional profile of a Product Manager can be frustratingly narrow. However, when organisations look beyond superficial subject knowledge, they are more open to considering the core skills that make a great Product Manager.
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Michael Nelson's ideas are part of this journey:
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