![]() It’s also a great opportunity to point out where knowledge sits in the organization, such as which customer support person is a goldmine for real-world user feedback and which developer won’t give you the time of day until you’ve got a wireframe mocked up, who’s better over email vs. Point out who are the key stakeholders, who are the unofficial gatekeepers, who needs a little more cajoling, who requires reams of data to back up any argument and which managers need to be looped in. ![]() ![]() This doesn’t mean slandering the people that annoy you and poisoning your newbie with bias before they’ve met everyone, so leave your baggage at the door. They should know things like reporting structures, job roles, locations, etc.Once that’s covered, you can get into the personality dynamics of key individuals. Start by sharing your organizational chart, explaining how each team is structured and what they’re responsible for. Navigating a new organization can be overwhelming, but a good product manager needs to know who does what to get things done. For your organization to fully reap the benefits of adding junior product managers into the mix, it falls on the shoulders of more senior product managers to position them for success.Not sure where to start? Here’s a checklist of 12 things you can do to make sure your junior product management colleague is onboarded for success: 1. Some may have a couple of years under their belt, while others may be fresh out of school or recent converts from engineering, design, analysis, or project management.It would be easy to view these new product managers as a distraction from your own daily grind, or even as competition, but this short-sighted view doesn’t do anyone any favors and overlooks all of the good stuff a junior product manager can offer you and your team. As your product management team grows, you will inevitably bring on some more junior product managers.
0 Comments
Leave a Reply. |