Although the requirements of different job levels are different, they must match the water level and be higher. Because "The Art of War" says: If you seek the best, you will get the middle; if you seek the middle, you will get the bottom; if you seek the bottom, you will fail. Product managers should do the same. First of all, we must not retreat: product capabilities are the core of leadership, the engine and advantage of upward development. We cannot buy the box and return the pearl, and abandon the big for the small, which will become an obstacle to development; secondly, we must speed up and move forward: we must break through the bottleneck from the inner cultivation and ensure that we are not pulled by the external environment.
Always maintain a charging posture and focus on landcode 370 continuous combat effectiveness. Therefore, this article reviews several common regression factors of product managers and shares some relevant personal opinions and shallow experiences. I hope it will be inspiring and reference for your product growth. , level transition, reshaping of vision "the same fact gives rise to different viewpoints". First of all, we still have to have this cognitive premise: with the promotion of positions, leaders generally pay more attention to the overall, strategic and long-term nature of the business rather than just the details of product design.
But when these work facts are loaded with different cognitions, it is naturally easy to produce understanding bias. For example, I once promoted a product manager of the team and asked him to be responsible for the design planning and product management of the new business line. At that time, other classmates said in private that the classmate followed the market every day and neither drew prototypes nor wrote. After the promotion, he became a hands-off boss. This is actually a typical cognitive bias because different positions have different requirements. I asked him to be responsible for the new business line, which needs to be done from the beginning.