The Productologist

This is my first off-topic post (NOTE: there’s still some Product Management stuff at the end…I just couldn’t help myself), but I just had to rave about this: SoBotanical Shave Gel. I was reluctant to try it at first, but I decided that I was being ridiculously stubborn about not trying it so I ordered it. Plus it was recommended by a friend who said, “It’s the bomb! You won’t be disappointed, man.” And he was right, although he may be slightly biased, since SoBotanical is run by his wife.

I have read (examples here and here) and heard in numerous places that a Product Manager is like the CEO of the product. I’ve even used it to describe what I do to folks who are unfamiliar with the job. It makes for a nice visual and makes Product Managers feel good about themselves and the role that they play in a company. But it’s not really true.

In my experience, a Product Manager’s workload is cyclical, primarily revolving around product releases, but there are other factors, too. For example, I recently had maintenance releases for two products, a Beta program for our next-generation release and managing a special project all going on a the same time. For some of you, that may be a lot happening at once; for others, it may seem like a lull, but for me it’s more toward the former than the latter.

In a post I wrote back in March [Hiring for Success], I discussed the importance of finding and hiring great Product Managers. But in the same way that great workers can be a boon to your organization, poor performers can drag you down. Not only do they create more work for others on the team, but they can poison the atmosphere and cause other members to become frustrated or leave.

“When they (managers) finally decide to get rid of the under-performing slob who plays PC solitaire all day in her cubicle, it can be surprisingly tough to do. And that, in turn, affects productive workers. Few things demotivate an organization faster than tolerating and retaining low performers,” says Grant Freeland, a regional leader in Boston Consulting Group’s organization practice.

On a recent trip to a trade show, I witnessed an interaction (several, actually) that underscored the importance of clear communication. For Product Managers, this actually has applications on a few levels. Here’s what happened–

My return flight connected through Washington D.C. and unfortunately, the 767 that was originally scheduled had mechanical problems (or at least that’s what we were told) and a 757 was now what we would be flying. What this meant was that there were instantly 40 less seats available for customers. It also meant that seat assignments changed, but more about that later.