Editor's introduction: We often say "Easier to know than to do", but the author feels that "it is difficult to do", especially for new product classmates or category email list newcomers in the workplace, it is very easy to ignore this point. Around this point, the author uses three short stories for analysis, hoping to inspire you. As we all know, "Knowing is easier to do" and "unifying knowledge and category email list action", both have broad consensus bases. It is no exaggeration to say that "Easy Knowing Is Difficult" has been almost everyone's motto, which is used to motivate yourself not to be too ambitious, to be down-to-earth, to be brave in practice, and to remind yourself that there are two more between "knowing" and "getting".
The word "do". However, in the past few days, I have deeply felt that "it's easy to do things that are hard to know", and this perception is easy to category email list ignore by new product students or newcomers in the workplace, but it is very important. The three little things that happened last week, I would like to share with you, I hope it can also give you some inspiration. 01 We are a small category email list company, I only draw prototypes, not PRDs In the past two years, when I interviewed candidates, I mainly measured abilities from three dimensions: professional ability, learning ability and collaboration ability. Professional ability means your current ability realization level, learning ability means your future boundary expansion, and collaboration ability is a higher-dimensional performance of integration.
Last month, I hired a product category email list manager with about two years of work experience. It is a new entry-level product. "Wild way" and "unsystematic products" were the biggest feelings I had when I interviewed him, but the reason why I was willing to hire him was also category email list It's very simple: strong learning ability is worth cultivating. His logic is still very good, and his thinking is also good. To put it bluntly, no one has led the previous product work, the platform is too small, and there is no systematic learning basis. For example, he mainly relies on prototype design when delivering requirements, and has hardly written anything. Requirements document. In fact, this is it is really the norm for product managers to only output prototypes.