Читать книгу EMPOWERED - Marty Cagan - Страница 68

I hesitate to include this one because to me this is the last resort. But sometimes we have a manager that has been working sincerely, tirelessly, and capably for several months to coach the person, yet she can't seem to get the product person to competence.

It's important to realize that not everyone is cut out to be a product person. When I find this to be the case, it's usually because the person was simply reassigned from a different role at the company—maybe because this person used to be a customer and knew the product or the domain, or knew the CEO, or whatever—but she simply doesn't have the core foundation to succeed in the role.

Moreover, hopefully it's clear that the product roles of product manager, product designer, and tech lead are not “junior” roles.

Someone who needs to be told what to do every day is not cut out for the product person role. And this is also not scalable. You need people that can be developed into capable and competent product people—that can be given an objective and then counted on to find a way to get it done.

My view in this case is that you are responsible for getting the new product person to competence. If you're not able to accomplish this in a reasonable period of time (usually three to six months), then you need to take responsibility to help that person find a more suitable job where they can be successful.