Two Interview Questions Every Product Manager Must Prepare For
They say the toughest aspect about Harvard is receiving in. The very same issue is accurate of Google, McKinsey, and other storied businesses: If you can outlast the gauntlet of gotcha thoughts and “why-are-manhole-handles-round” brainteasers, you will virtually certainly get an supply.
However in lionizing these interviews, we do ourselves a disservice. The ideal interviewers really don’t test to embarrass you they question concerns whose responses in fact subject to the posture at hand. In this article are two these types of issues that each and every solution supervisor (PM) must have a ready solution to — and that each and every PM interviewer ought to be posing.
Question #1: Will You Fall on Anyone Else’s Sword?
Photograph this: You’re doing the job with the engineering team on a high-profile job. At a critical juncture, you urge option A they prefer selection B. In the conclude, your advice is rejected, and the solution ships with possibility A.
Right away, it’s clear to everyone that this was a oversight — and a big a single. What do you do?
On one hand, you may perhaps feel compelled to say, in spirit if not in word, “Told ya so.” After all, you had been suitable they were being mistaken. Why need to you shoulder the blame for one thing you opposed?
On the other hand, you may be tempted to test an indirect tactic. In a non-public concept to your boss, you notice that there was inner disagreement about selections or that choice A was not universally embraced. Notice the passive, errors-had been-designed voice? It will allow you to fall hints devoid of pointing fingers.
Which method is suitable?
Neither.
While this buck-passing may possibly make you truly feel vindicated, it’ll in no way assist you triumph in the occupation. Indeed, these approaches are not only misguided they also expose a basic misunderstanding of a product supervisor’s purpose.
A PM, like a ghostwriter, like a main of personnel, will have to be very careful not to enable their moi leapfrog their equanimity. Following all, product administration is not about the supervisor it’s about the item.
To that conclusion, the most effective PMs take accountability — generally.
Initially, they know nicely the initially rule of PMing: Even when it is not your fault, it’s even now your fault. Permit me describe.
As a product manager, you are ultimately accountable for the good results of the product or service. If it fails, that’s on you. In this situation, irrespective of your efforts, the simple fact continues to be that you didn’t develop plenty of have confidence in with your colleagues. You didn’t describe your point of look at convincingly — with details and case reports.
What is additional, see what the initial two methods emphasize: Who’s at fault. To be certain, figuring out what went incorrect is vital, but your instant priority really should be to rectify the situation soon after-action reports appear afterwards.
Lastly, the minute you toss an engineer beneath the bus, you drop have faith in forever. By contrast, the finest PMs love robust associations with their colleagues because their colleagues know that the PM has their back. As one of my teammates likes to say, A PM must be an umbrella, not a funnel: Your work is not merely to lessen the rain, but to divert it totally.
In fact, experienced choice A been executed, the very best PM wouldn’t have taken credit they would have credited and celebrated his teammates. A PM is very little if not “humble.”
So what is the suitable solution to the above state of affairs? A PM must share results and individually acknowledge failure. In limited, they must elevate their hand and say to any individual who asks, “My negative.” Embrace this mentality, and you are going to not only ace the job interview you will also thrive in your vocation.
Question #2: How Do You Supply Poor News?
Here’s a further conundrum I pose to candidates. Your counterpart in revenue or buyer achievement arrives to you with a ask for: 1 of the company’s most important shoppers would like a new feature. In point, the client views this request not as a “nice to have” but as a “ought to have.”
Still soon after crunching the quantities, you conclude that the gain isn’t value the cost. How do you communicate your decision?
On 1 hand, you may perhaps be inclined to shoot them an email. Or it’s possible you produce your assessment by a cellular phone contact. Probably you question to satisfy your colleague in man or woman.
None of these methods is mistaken for each se, but they’re all missing a make-or-crack up coming stage: You haven’t volunteered to convey to the buyer you. Which is how you consider possession.
Following all, no 1 likes to be the bearer of poor information, especially these whose paycheck is dependent on telling clients “yes.” This aversion goes double for these who disagree with the verdict why really should they be place in a posture to protect a little something that jeopardizes their connection with a big buyer?
They shouldn’t. On the opposite, as the decisionmaker — as the products supervisor — you should each describe your final decision and own it. Candidates who do this exhibit the qualities that characterize every ahead-transferring place of work: Candor, braveness, and camaraderie.
Be aware: Your colleague may perhaps decline your provide they could feel it’s far better if the information comes from them, because they have the shopper romantic relationship. Which is correctly wonderful the stage is that you presented. In executing so, you exhibit not only the braveness of your convictions but also empathy.
Educate to the Test
As a employing supervisor, you really don’t want your foreseeable future employees to spend their time preparing for the job interview. You want them to commit their time preparing for the task.
The most productive way to aid this actions is by planting your issues in every day conditions. Never make up hypotheticals. Never fling forth time the equivalent of SAT prompts. Create your interviews in a way that displays what’s critical — humility, belief, and ownership — and you’ll develop a staff that can tackle any trouble with poise and polish.
Karl Rumelhart is Main Solution Officer and Government Vice President at Gainsight.
