1. Hire all the keenly intellective people.
Take a malignantly astute, unseasoned PM over one of average insight and years of experience any day. Product management is fundamentally about celebrating on your feet, staying one step ahead of your competitors, and being able to project yourself into the minds of your colleagues and your customers; the right candidate will relish the challenge. The best of the bunch are customarily bouncing out of their chairs with excitation. Super expeditiously perspicacious ones sometimes counter their questions.
2. Vigorous technical background.
Faculty to interact with engineers and a construal of the technical details that drive the product. Of course, for some products, PMs working with low-level developer APIs ineluctably require more technical skills than PMs working with the front cessation of personal sites. But the rationale applies. Most importantly, the former engineer PM must be aware that they are precisely the former engineer.
3. “Spidey-sense” product instincts and ingeniousness.
This next category is highly subjective, arduous to evaluate, and extraordinarily paramount. These people ken what makes a great product. They`re not always right, but their instincts conventionally point in the right direction. They are inclined to be zealous advocates of a perspective, sometimes to the chagrin of their colleagues. However, it is a minuscule decision to distinguish between a good PM and a good PM.
4. Felicitous leadership.
Product managers are conventionally bellwethers in an organization. But they typically don`t have direct line ascendancy over others. That signifies they earn their ascendancy and lead by influence. Leadership and interpersonal skills are critical for product management. Especially references that involve peers and individual contributors who worked with but did not report to the candidate.