Navigating uncertainties is a survival skill for product managers. In the face of uncertainties, having the right mental model is important in controlling anxiety, and creating effective solutions.
Where do uncertainties come from?
One big source of uncertainties is the nature of the job. Many times you need to set a direction for your product and your team without knowing the outcome for sure.
Perhaps, the company which you work for has changed its direction. No one knows whether your product is still relevant, and whether you are still relevant.
Another possible source is a lack of experience in the role. When your colleagues seem uncooperative because you are new, you might wonder whether it is personal and how you might win them over. This can be a stressful thought process.
Is there a way to navigate uncertainties painlessly?
Let’s face it. Uncertainties are uncomfortable at least, and painful at worst. I have constructed a mental model that helps me stay on track through times of uncertainties as a product manager. Hope it will be helpful to you, too.
1. This, too, shall pass
When you are stuck, remember that disorders eventually return to points of equilibrium. Keep at it; you will receive new information, and make new decisions. Other people will also take their actions. All of these make the situation evolve from one state to another. With enough time, there will be a resolution. Take note that even deciding that you have exhausted all options and call it quits is also a possible resolution.
Though this does not actually give clarity to your uncertainties, it does help ease away the anxiety.
2. The 5″W” hypotheses
Who, what, why, when, how?
Depending on the context, you can be creative with how to formulate the five questions. Attempt to answer them with your best guess.
For instance, when I was asked to support a mature product, the sales team and I did not start on a good term. It seemed like I was not involved in discussions on upcoming deals. There were multiple requests to build new prototypes outside of the existing development plan that went directly to the engineering team. Despite my various attempts, I could not get through to my sales colleagues.
I came up with my five questions and hypotheses.
Who are the stakeholders?
– For example, Bob from sales
– 20 years of experience in the field, 3 years of experience with the company
– has relationships with many key customers
-has been working with the rest of my team for 3 years before I joined
What actions have they been taking?
-removed me from meeting invitations on multiple occasions
-unresponsive towards my emails and messages
Why are they doing what they are doing? (objectives, concerns, agenda)
-professional objective: getting deal for commission? Maybe I am perceived to be an obstacle to them
-concern regarding my capability ’cause I am new?
How might I address their concerns/ align with their objective?
-verify my hypotheses with someone who can offer me advice (my boss?, some colleagues who have worked with this sales team before?)
-try explaining to them how what I am doing can help them (Maybe can practise this with someone else first)
When will you address the concerns?
-as soon as possible
-ask him for coffee maybe or catch him after a meeting to have a quick words
Asking questions is an effective way to break down a big worry into smaller ones. Answering them helps activate the part of your brain that is responsible for reasoning, and gives you the feeling of being in control.
3. Bounce ideas off with people
As a product manager, your strength comes from your connections with people. Especially in a situation of uncertainty, acknowledge there are things you do not know. Explain what you do know and your action plan. Ask for suggestions from people whose opinions you value. Ask to rehearse a difficult conversation you plan to have, if necessary.
In my case, I went to my boss, and realised I was not the only one facing this problem. She also gave me insights into the motivation behind their actions, which eventually helped me find a solution.
4. Unfavourable answers are valuable feedback
Getting unfavourable answers from the market, your boss, and your team can dampen your confidence like no others. Spend some time to feel disappointed. But remember that it is a form of valuable feedback. Being “thick-skinned” about hearing “no” from others is your best bet at overcoming uncertainties. Unfavourable answers simply mean your current approach is not working, not that you are a failure.
On my last day of work, I bumped into Bob, who told me he had heard of my news of leaving the company, and he was sorry to see me go. A happy ending.
There you have it, my mental model for navigating uncertainties. I would love to hear your stories on uncertainties; so leave a comment or send me a message to connect.
