Читать книгу EMPOWERED - Marty Cagan - Страница 42

Thus far, we have mainly discussed areas (product knowledge and process skills and techniques) where just about anyone who's willing to put in the time and effort can succeed. And I would argue that, without that foundation, nothing else matters.

That said, the difference between being just a competent PM, and a truly effective PM, is often their skills with people.

There has long been a debate in the product world about whether these people skills can be effectively taught or coached. In my experience, for most but not all people, you can significantly improve and develop their people skills. But they do have to want to improve.

If the person is not good at these skills, and shows no sincere interest in improving, then that's when the manager needs to help the person find a more suitable job.