What I’ve Learned during my first 18 Months as a Product Manager

What I’ve Learned during my first 18 Months as a Product Manager (AI generated imaged)

In the final semester of my studies at the University of Florida, I set my sights on becoming a Product Manager (PM). After five years and earning a master’s degree in industrial and systems engineering, I achieved my goal. Product management might not be every child’s dream job, but for me, it represented a unique blend of diverse responsibilities and skills — a Swiss Army knife in the business world.

Through my journey, I’ve gleaned numerous lessons that extend beyond the professional sphere, offering valuable insights for both business acumen and personal growth. I aim to share these learnings, hoping they will enlighten others about the multifaceted role of product management.

Thrown into the Fire

• As a PM, especially early in your career, you often have no clue what you are doing. You are expected to bridge the gap between customers and development, without having the deep industry knowledge that both sides may possess. This is where you have to ask questions. The more you inquire, the more wisdom you can extract from others. There’s a reason they say to surround yourself with people smarter than you; this is especially true in PM.
• Although you may not know it all, part of being a successful PM is being able to take responsibility and ownership. You know the old saying — the first step in finding a solution is recognizing that there is a problem? Similarly, the first step to success is truly taking ownership and doing whatever it takes to get the job done. Even without the expertise, you’ll get there by understanding that your work ethic reflects your character.

Taking a Step Back

• As humans, we often get caught up in the minutiae of our day-to-day lives. We focus so much on achieving our long-term goals that we forget to recognize our small wins. The key to large success is understanding that small wins add up. Just like Rome wasn’t built in a day, you won’t launch your product overnight. However, if you take pride in laying the foundation — brick by brick — and celebrating each milestone, you’re bound for accumulated success.
• The second half of taking a step back is understanding the bigger picture. While celebrating the little wins, keep your eye on the prize. If you can take a step back and assess where you are in the cycle, sprint, or release, you can measure and calculate your next moves more effectively.

Parts of a Whole

• In hospitality 101, you quickly learn that the customer is always right. In product management 101, you realize that the customer is king. This doesn’t necessarily mean they are always right, because they aren’t, and you shouldn’t pretend they are — you must be able to say no to their requests. However, just like when royalty speaks, you listen; the same is true for customers. When they voice their concerns, it’s your duty to listen and brainstorm solutions, even if it means rejecting their requests initially and finding creative ways workarounds. Happy customer = happy boss.
• “Parts of a Whole” means ensuring that every unit is working seamlessly to keep the engine running. You’ll hear the phrase “cross-functional collaboration” a ton in PM. So much so that it becomes a ‘skill’ on every PM job posting. However, it isn’t all industry jargon. Working with different stakeholders in your organization is crucial; it requires you to wear ‘many hats’. As a PM, you will work with engineering, sales, consulting, legal, and more to achieve different goals. Balancing these stakeholders will make you a better PM and a better part of the whole.

Embracing Change

• Staying ahead of your competition is always important, both for your individual success and your organization’s success. However, the hard part is recognizing that change is necessary to stay ahead. Newton didn’t stumble upon his Laws of Physics by accepting the status quo. Similarly, you should always be questioning what you are doing, how you are doing things, and why you do them. Answers to these questions give you key pointers on how to innovate. As a result, you’ll stay ahead of your competition by staying ahead of the innovation curve.
• As an industrial and systems engineering major, I learned a lot about the idea of Kaizen — continuous improvement. To continuously improve your product and yourself, you must be open-minded and adaptable. Neuroplasticity describes the brain’s ability to change and adapt as a result of experience. Similarly, you must be receptive to change for continuous improvement, akin to a highly neuroplastic brain. I like to call this idea — Improvaplastic.

Data is Gold

• Executives are obsessed with Key Performance Indicators (KPIs) — measurable values that demonstrate how effectively a company, organization, or individual is achieving key business objectives, and so should you. KPIs, grounded in data, transform numbers into insights, allowing you to track your success. This is crucial because they guide you in enhancing your product, keeping you focused on the most critical aspects that drive success. With KPIs, we can prioritize work, understand user behavior, allocate resources, and communicate effectively with customers. KPIs are at the crux of product management.
• In high school, I learned that the foundation for crafting a winning argument is to first establish a claim (the fact of the matter), then support the claim with a warrant (the rationale behind the claim), followed by data (hard evidence supporting the claim and the warrant), and finally, an impact statement (why your claim is important). I’ve been using this CWDI framework in all aspects of my life — presentations, conversations with friends and family, and even when trying to negotiate better deals. I mention this because the evidence portion of this structure is especially important in PM. Every claim you make, whether to a customer or an executive, should be backed by data. This ensures your position is bulletproof in case someone questions your decision.

Own your Schedule

• A well-known principle in psychology is that to be your most productive self, you must tackle the most challenging tasks first. This means ‘slaying the dragon’ right at the start. If I know I have to meet with a customer to understand requirements for a specific enhancement, I make sure to schedule that call first thing in the morning. Research shows that later in the day, we become less focused, engaged, and productive. Part of slaying the dragon first is owning your schedule, which is a crucial skill to have. Your time is valuable, so use it wisely.
• We’re all busy. You’ll never meet a bored PM. From wearing many hats to learning the ins and outs of your product, finding ways to make time is essential. My biggest hack is blocking focus time on my calendar for everyone to see. I do this days or even weeks in advance to avoid being added to meetings I don’t need to attend. Blocking off focus time allows me to gather my thoughts and catch up on work I’ve been postponing due to my busy schedule.

TL;DR Lessons Learned:

1. Ask Question
2. Taking Ownership and Responsibility
3. Small Wins Add Up
4. Understand the Bigger Picture
5. The Customer is King
6. Wear Many Hats
7. Stay Ahead of the Innovation Curve
8. Change for Continuous Improvement
9. Be Obsessed with KPIs
10. Back Decisions with Data
11. Slay the Dragon First
12. Block Focus Time