Breaking the Omniscience Myth: From Solo Expert to Collaborative Leader
Unveiling the Myth of Omniscience
Entering the realm of product management, I was confronted with an implicit expectation: to be an omniscient force capable of delivering comprehensive specifications for every project. This belief, deeply ingrained in the tech industry’s culture, positions product managers (PMs) as the central nexus of knowledge, required to understand every facet of product development — from coding to design — to effectively guide their teams.
My initial foray into product management was marked by a relentless pursuit of this ideal. Tasked with outlining user flows across various scenarios, I dedicated myself to crafting meticulous specifications. Yet, no matter the effort, my work often returned adorned with critiques: overlooked edge cases, the absence of wireframes, lapses in logic. It felt akin to submitting an assignment for review, striving for a perfect score that remained perpetually out of reach.
This relentless cycle of feedback and revision brought me to a stark realization: the gaps in my knowledge were not merely obstacles to be overcome through solitary study. Rather, they underscored a fundamental misunderstanding of the PM’s role — not as a solitary expert, but as a conductor of a diverse and skilled orchestra.
A Shift Toward Collaboration
The paradigm shift occurred unexpectedly, catalyzed by an engineer who, in lieu of detailed specs, brought forward an MVP for discussion. This act, simple yet revolutionary, transformed my understanding of my role. Our discussions, rich with his technical insights and my vision for the product, became a vibrant space for mutual learning and idea generation.
This experience illuminated the true essence of product management: not the dictation of tasks with precision, but the facilitation of a collaborative environment where each team member’s expertise is valued and leveraged.
The question of whether a PM should learn to code is emblematic of the broader misconception surrounding our role. While understanding the basics can be beneficial, the belief that mastery over every domain will lead to better leadership is flawed. Such an approach risks not only personal burnout but also diminishes the value of the collective expertise within the team.
Fostering a Culture of Collaboration
Inspired by my experiences, I committed to fostering a culture where admitting knowledge gaps and inviting expertise became the norm. This approach not only enriched our product development process but also cultivated a sense of ownership and engagement among team members. Our collaborative efforts, such as optimizing ad viewability, serve as testament to the power of collective expertise over individual omniscience.
Creating a collaborative environment begins with a willingness to invite others into the discussion, providing context and setting shared goals. Respect for each individual’s contribution and gratitude for their insights are the pillars of this culture. Such an environment transforms the traditional task-worker dynamic, encouraging a more holistic and engaged approach to product development.
- Invite Collaboration: Actively seek the insights and expertise of your team. Remember, innovation thrives on diverse perspectives.
- Foster a Learning Culture: Admit what you don’t know and show eagerness to learn from others. This humility can transform your team’s dynamics and innovation capacity.
- Share the Vision, Not Just the Tasks: Ensure every team member understands the ‘why’ behind their work. This shared purpose is a powerful motivator and aligns efforts towards common goals.
- Look for Outcome, Not Just Output: Ensure that our efforts lead to significant impact, rather than merely ticking off tasks for delivery.
Inspirations for Change
To further underscore the transition from a solo expert to a collaborative leader, industry thought leaders like Marty Cagan and Teresa Torres have long advocated for a shift in perspective. In ‘Inspired: How to Create Products Customers Love’, Cagan emphasizes the importance of product managers acting as facilitators who draw out the best from their teams, rather than gatekeepers of all knowledge. Similarly, Teresa Torres’s ‘Continuous Discovery Habits’ advocates for a collaborative discovery process, where product managers, designers, and engineers work together to uncover the best solutions. These works not only validate the shift towards collaborative leadership but also provide practical frameworks for embedding these practices into our daily roles.
Embrace the collaboration
The journey from aspiring to be an omniscient product manager to embracing the role of a collaborative facilitator has been transformative. It has taught me that the strength of a product team lies not in the singular knowledge of its leader but in the collective wisdom and creativity of its members.
Let’s move beyond the myth of the omniscient product manager. By fostering a culture of collaboration, respect, and continuous learning, we not only enhance our products but also our personal growth and job satisfaction. The journey from a solo expert to a collaborative leader is challenging but rewarding. Are you ready to take the first step?
🤩 I’m happy to hear how you do data or products. Feel free to reach out to me on LinkedIn Karen Hsieh or Twitter @ijac_wei.
🙋🙋♀️ Welcome to Ask Me Anything.
