Startups shouldn’t START without Product Management
So you want to start a company?
Great. From day 1, you’ll need to:
- understand your market and what problem you’re solving
- differentiate yourself
- validate that customers are willing to use / pay for your solution
- ruthlessly prioritize features
- balance long-term vision with short-term development
These are all product management skills. This does not, of course, mean you need to hire a full-time product manager from day 1. This role can be played by the founder, or a part-time consultant (one who works with startups – “big-company PM” skills are VERY different and largely useless to an early-stage company).
“But I can do this on my own…” Probably. But if you’re trying to raise money or put together partnerships, realistically, you’re going to neglect the product stuff.
“But it’s my vision…” Yes. And hiring a product manager greatly increases the chances of turning that “vision” into “shipped product.” (Also, any startup product manager worth their salt will tell you when your vision is off-kilter and bring you the data to back that up.)
“I’ve never worked with a product manager who did anything useful...” If you really think this, there are 3 possibilities: a) you’ve been unlucky, b) you’ve worked with big-company PMs in a small company = bad skillset mismatch, or c) you’re a jerk.
OK, fine, so how do I hire a product manager?
Start with a good job description. Don’t copy from some other site or throw together a list of bullet points. A sloppy job description is pretty much guaranteed to scare away the best people and attract the desperate and unemployed in droves.
As with any product or feature, you will not get this right the first time. Draft a description, then show it to some friends and ask for feedback.
Read more at http://www.cindyalvarez.com/best-practices/attracting-talent-the-job-description
Ask good questions. And no, I don’t mean logic puzzles – I mean questions that actually address the candidate’s ability to do the job. At a startup, negotiation, communication skills, and the amount of “process” that a person requires to do their job are all critical factors.
“Your company uses a customer feedback tool where users can submit product enhancement ideas and vote on them. There is a specific feature that is by far the most popular idea among your users – but it doesn’t align with your long-term product strategy. How do you respond to the users?”
Read about this and 7 more questions at http://www.cindyalvarez.com/psychology/8-non-useless-interview-questions-for-product-managers
Ask them to sell themselves. You wouldn’t hire a startup PM who needed to be told what to do, right? So you probably ought to test out their ability to figure out what needs to be done and do it.
My current role at KISSmetrics started out exactly that way. “We should work together – why don’t you suggest a project that you can do for us?”
This allowed me to:
- ask questions about the current product functionality and target market
- prioritize an appropriate project that would have the highest ‘bang for the buck’
- figure out what and when I was going to deliver
- explain how those deliverables would/should be used to most benefit the product
By the time I was done, I was really excited to join the company, because I’d seen that “you’ll own product” was not just lip-service.
I also really like these articles about startup hiring:
- “T-shaped employees” for early startups
- How to Hire a Product Manager (although I think his claim that PMs are ‘less necessary’ is outdated. See: http://www.businessweek.com/innovate/content/jan2010/id20100120_303529.htm)
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