Melissa Perri 产品经理经验Escaping the Build Trap 面试避雷经验 超级干货贴！！！

Six Questions to Determine Whether a Company Is Product-Led
确定公司是否以产品为主导的六个问题 -
如果你是PM，你的行为和选择或工作状态会影响公司的产品导向-- 所以正确的回答一下下问题至关重要！


1. Who came up with the last feature or product idea you built? 谁提出了您构建的最后一个功能或产品创意？

If I ask a product manager this question, I hope to see a look of confusion on his or her face. “What do you mean who came up with it? Well, our team did. Right? That’s how it normally works.” This kind of response is a sign of a healthy product management organization, in which management sets the goals and the team is given room to figure out how to reach them. The product manager should be leading the charge to discover user problems and to solve them. This doesn’t mean that an important initiative or solution idea can’t come from management every once in a while, but that should be the exception, not the rule.
如果我问一个产品经理这个问题，我希望看到他或她一脸的困惑。
“你是什么意思，是谁想出来的？答案一定是我们整个团队。这就是它通常的工作方式。”
这种反应是一个健康的产品管理组织的标志，在这个组织中，管理层设定了目标，而团队有空间来弄清楚如何实现这些目标。产品经理应该带头发现并解决用户问题。
这并不意味着一个重要的倡议或解决方案的想法不能来自管理层，但这应该是例外，而不是规则。
It’s a huge red flag when a team not only can’t take ownership of what it is building but can’t even tell me why it is building it. This means that the originator of the idea never connected the why to the what.
当一个团队不仅不能对正在建造的东西拥有所有权，甚至无法告诉我为什么要建造它时，这是一个巨大的危险信号。这意味着该想法的创始人从未将为什么与什么联系起来。

2. What was the last product you decided to kill?
你上次决定砍掉的一个产品是什么？
Another sign of an unhealthy product management culture is the inability to kill a product or idea that will not help a company reach its goals. If you hear, “We never really kill anything,” it often means that there’s a pretty big problem.
不健康的产品管理文化的另一个标志是无法扼杀无助于公司实现目标的产品或想法。如果你听到“我们从来没有真正砍掉过任何东西”，这通常意味着存在一个相当大的问题。
Typically, this happens for one of the following reasons:

通常，砍掉产品存在三种情况：营销人员向顾客表明了态度；预算不够，或者对明年的预算会有消极影响；没有管理层的有效回应。这三种情况背后隐藏的一些情况，在面试时可以解释解决方案

1.The organization already committed the idea to customers. 该组织已经向客户承诺了这个想法。Often, someone from marketing has promised a client that a particular feature is in the works and then the company feels committed to fully follow through with it. 通常，市场营销人员向客户承诺某个特定功能正在开发中，然后公司会承诺全力以赴。It doesn’t matter whether the client actually requested it or whether it achieves any of the organization’s desired goals.客户是否实际请求它或它是否实现了组织的任何预期目标都无关紧要。
2.Budgeting can’t budge. In some large organizations, in which the budget is set at the beginning of the year, the team must spend all of it or else it will not receive an equally large budget the following year. This concept is baffling, but it happens. 预算不能让步。在一些大型组织中，预算是在年初确定的，团队必须花光所有的钱，否则下一年就不会收到同样大的预算。这个概念令人费解，但它确实发生了。
3. No pushback to management.没有对管理层的有效回应。 Again, a lack of testing and questioning potential features signifies a lack of empowerment in a team. If a team doesn’t feel like it is safe to say to management, “Hey, that thing we tested, well, it doesn’t work and we don’t think it’s worth the money to build it,” the chances of a successful environment for product management are slim. 同样，缺乏测试和质疑潜在功能意味着团队缺乏授权。如果一个团队觉得对管理层说“嘿，我们测试的那个东西，嗯，它不起作用，我们认为建造它不值得花钱”是不安全的，那么产品管理的成功环境是渺茫的。


3.When’s the last time you talked with your customers?您最后一次与客户交谈是什么时候？

What I dread hearing is, “Oh, well, management doesn’t really let us talk to customers. They’re worried about us annoying them too much.”我最害怕听到的是，“哦，好吧，管理层并没有真正让我们与客户交谈。他们担心我们太烦他们了。” （商家的傲慢，或者害怕跟客户交流）
Without a healthy dialogue between a company and its customers, there is no way to truly learn about what the customers want or need. An organization set up for success not only allows product managers to talk to customers, it encourages them to do so and recognizes this process as a huge part of the job. In fact, your interviewee should be probing you for clues that you are comfortable talking to customers and that you aren’t planning to spend all your time safely indoors writing user stories.
如果公司与其客户之间没有健康的对话，就无法真正了解客户的需求。
一个成功导向的组织不仅允许产品经理与客户交谈，还鼓励PM这样做，并将此过程视为工作的重要组成部分。（产品导向和客户导向在本质上有互通性）
事实上，您的受访者应该向您询问您是否愿意与客户交谈以及您不打算将所有时间安全地花在室内编写用户故事的线索。

4. What is your goal? 你的目标是什么？
This is the first question I ask any product manager during an interview process.这是我在面试过程中问任何产品经理的第一个问题。
1 If the product manager cannot articulate a clear goal, it’s a sign of poor product management at the organizational level. 1如果产品经理不能清楚地表达出一个明确的目标，那就是组织层面的产品管理不善的表现。
If the product manager does have a goal but it is more output centric than outcome-focused, this also signifies an unhealthy product team. 如果产品经理确实有一个目标，但它更多地！！！以输出为中心！！！而不是以结果为中心，这也意味着一个不健康的产品团队。！！！！

错误的情况是：An output-centric team measures success in terms of meeting product shipment deadlines. 以产出为中心的团队衡量是否满足产品发货期限的成功。It pays little attention to what these products are actually doing for its business. 它很少关注这些产品实际上为其业务做了什么。

The purpose of a product manager is to create value for the business by creating value for the customer.产品经理的目的是通过为客户创造价值来为企业创造价值。

If the product manager does not understand the vision of the company, how are they supposed to figure out how to get there? 如果产品经理不了解公司的愿景，他们应该如何弄清楚如何到达那里？
Goals should be outcome-oriented, actionable, and clearly communicated throughout the organization.目标应该以结果为导向，可操作，并在整个组织中清晰地传达。

5. What are you currently working on? 你目前在做什么？
A truly successful product manager talks more passionately about the problems the product development team is solving than the solutions they are shipping. 一个真正成功的产品经理更热衷于谈论产品开发团队正在解决的问题，而不是他们正在交付的解决方案。
This is one of the biggest signs of success, for me, and it goes hand-in-hand with the question of goals.对我来说，这是成功的最大标志之一，它与目标问题密切相关。

When I ask product managers this question, I want to hear about what big problems they are tackling for the user and the business.当我问产品经理这个问题时，我想知道他们正在为用户和业务解决哪些大问题。  （当前的问题如果是最有效的问题，这将非常有趣）
Of course, they will talk about the solution, as well, but more in the context of what it will do to help solve their problems. 当然，他们也会讨论解决方案，但更多的是在解决问题的背景下。
If this mindset is encouraged throughout the organization, you can hear it echoed at all levels.如果整个组织都鼓励这种思维方式，那么您可以听到它在各个层面的呼应。

6. What are your product managers like?
你的产品经理是什么样的？
As product managers, we want to work in an organization where the role is respected and well regarded. I’ve seen many organizations where the product management function was not well-respected. There were two causes: product managers were either seen as too strong, or they were seen as too weak.作为产品经理，我们希望在一个角色受到尊重和重视的组织中工作。我见过许多组织的产品管理功能没有得到很好的尊重。有两个原因：产品经理要么被认为太强大，要么被认为太弱。

In the first instance, product managers were seen as dictators who threw out requirements to the team rather than involving them in their decision-making process. 首先，产品经理被视为独裁者，他们向团队提出要求，而不是让他们参与决策过程。 所以要做的是让他们参与决策过程！！！否则他们就会、
The teams grew resentful and felt they were treated as resources rather than as colleagues. 团队变得怨恨，并觉得他们被视为资源而不是同事。

A good product manager knows that getting buy-in from the whole team is crucial. 一个好的产品经理知道获得整个团队的支持是至关重要的。

The product manager is not the only person who should be coming up with the ideas but should instead be harnessing their team’s full capacity. 产品经理不是唯一应该提出想法的人，而是应该利用团队的全部能力。

A sign of a healthy product team is hearing development and UX people say, “I love my product manager. She has clear direction, communicates well, and helps keep us stay focused on the goals and problems.” 一个健康的产品团队的标志是倾听开发和用户体验人员说，“我爱我的产品经理。她有明确的方向，善于沟通，帮助我们专注于目标和问题。”

-------------------------视为弱者
In the second instance, product managers are seen as weak in the organization because they are beaten down by stakeholders2 and management. 在第二种情况下，产品经理在组织中被视为弱者，因为他们被利益相关者2和管理层击败。
When product managers are seen as project managers, they hold no decision-making power.当产品经理被视为项目经理时，他们没有决策权。
Stakeholders and management use them to just usher their own ideas. Product managers don’t feel like they can say no because of the potential for strong backlash.
利益相关者和管理层使用它们来引导他们自己的想法。产品经理不觉得他们可以说不，因为可能会遭到强烈反对。

The dream organization for product people sees product managers ！！as leaders who help shape the company's direction and the services they provide to its customers.！！ 产品人员梦寐以求的组织是将产品经理视为帮助塑造公司方向和他们为客户提供的服务的领导者。
They are respected as partners in steering the ship forward. 他们作为指导船舶前进的合作伙伴而受到尊重。！！！
如何做到！⬆️ 足够了解你的公司，竞争对手，还有你的财务来源-你的客户！


These six questions can help you to ensure that the company you are in—or want to join—will support and encourage you to do everything you can to succeed.这六个问题可以帮助您确保您所在或想加入的公司会支持和鼓励您尽一切努力取得成功。