Join online groups, product management forums, and other communities dedicated to improving the shared wisdom among the PM community. You can also enhance your expertise and credibility by tapping into the vast amount of knowledge and generosity out there from other product managers. How to overcome imposter syndrome as a product manager If you experience this, read our co-founder’s article: They can help you identify near-term strategic priorities for you to start working on.Ĭaution: During the transition from listening and learning the first 30 days to this next stage, where they need to start performing, product managers often begin to feel that they don’t know what they’re doing. It’s also a good idea to proactively seek out your company’s head of product or your direct supervisor. But you can show your team you’re getting up to speed and that you can help keep their progress on track. You might not have all of the strategic answers yet. Now is the time to start taking action, demonstrating what you’ve learned, and showing leadership.įor example, if you’re part of an agile development organization, you can run your team’s next sprint planning session. How to do it:ĭuring your first 30 days, you spent more time listening than talking. In this next phase of your new job, you will want to start building on those relationships and developing your credibility as a product manager. You have already begun developing relationships with the people whose help you will need to drive successful products. If you spent a large portion of your first 30 days meeting with members of your cross-functional team, that’s great. What every product manager should do in their 30 days at a new company Days 31-60: build relationships and credibility Want more guidance? Read this advice from our director of product management: Now is the time to get comfortable with them.įinally, you’ll want to learn which product metrics your company has been using to gauge success, and how the product has performed according to those metrics. From roadmapping software to collaboration apps, you will soon be using these tools regularly. Learn what you can about your competitors’ products, including what users say about them.Īdditionally, in your first 30 days, you should get familiar with the product management tools that your team uses to get its work done. You will also want to use these early days to study up on your market. If you don’t, how can you expect to improve it? But you might be surprised at how many PMs say, “But we sell data analytics software, and I’m not a data analyst.” You need to learn your product from top to bottom from a user-experience standpoint. You can use customer interviews both to gather valuable feedback and to learn who your users are and why and how they use your products.ĭuring your first month, you should also spend time using the product(s) you’ll be overseeing (this should be obvious). And of course, your users and customers.How to do it:Īs soon as you can schedule them, start having conversations with the right people. This process means learning about your market, your users, your product’s competitors, your team’s skills and limitations, and your company’s culture. Also, asking intelligent questions at this stage can help you build relationships with your team.ĩ0-Day Plan Template for New Product Managers Your first 30 days: learn, learn, learn.ĭuring your first month, your goal is to gain knowledge and understanding in the most important strategic areas of your job. Here, though, the questions you ask will be more detailed and nuanced, as you become more familiar with your market and products. But in the second stage of your ramp-up period-the 30-to-60-day timeframe-you will still be asking questions. For example, in your first weeks, you will ask a lot of basic questions that will help speed your learning. Note: You will notice overlap among the priorities we’ve outlined in the various stages below. To help you make the best use of these all-important early days of your new role, we’ve developed the following guideline for new product managers. What Should Every Product Manager Do in Their First 90 Days?īut what should that plan look like? How should you balance your time? Should you focus more on learning the technical and logistical details of how your company builds products, or on your market and customer personas? Therefore, every product manager should have the first 90 days on the job planned out. So it would help if you had a strategic plan from day one to learn as much as possible, build credibility with your team, and get ready to make real contributions. But you will face those responsibilities, and many others, soon enough. When you start a new product management position, you can’t afford to “ease in slowly.” In your first days in the role, your coworkers won’t expect you to come up with a new product strategy or lead roadmap presentations to the executive staff.
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