Let's start with hard indicators. Generally, there is no rigid skill requirement for product managers when recruiting people, but you may get extra points if you have coding, data or design foundation. For example, for payment products, only product managers with technical background are recruited, and the safety of such products is the most important. Let's talk about the experience on the basis of safety.

On the tool, the necessary software for the product manager is Axure, pointing to this prototype. Think about it, do you make it clear by gesture, or do you speak directly to a specific prototype? Then there is the office series, commonly used in word, Excel, PPT and Outlook. Don't underestimate these softwares, they can play a very big role in some people's hands. Product managers mostly use communication tools, which are basically not difficult to learn and will not become your threshold.

The core of product manager is soft ability. With limited resources, you can aim at the demand and make competitive products. This ability is empty to describe and doesn't sound like something that can be seen or touched. Hr of major companies are also looking for reliable identification methods, but no one can predict who will make a good product, only through some clues to identify.

If you are an interviewer, how do you judge that this person will make a good product? The easiest way is to see if he has made a good product, so I can easily guess that he can make more good products. But most people are not so lucky. I can only see if this person has this potential.

There are thousands of demands and limited resources, which one do you want to meet-whether the goal is clear; What product, why this product, and what are its characteristics-whether the idea is reliable; How to do it, how to complete it in several stages, when to complete it-whether it is enforceable; What to do if there is a problem in the middle of the product, and what to do if everyone's feedback on the product is not good-decision-making power under high pressure. What if the engineer doesn't trust you, the designer has a strong personality, and the leader proposes to add new functions-how about communication skills.

The ability of product managers is mostly exercised from work, but the feeling of products can be cultivated by themselves. I suggest watching, using and doing.

It depends on how others use the product. Of course, it doesn't mean that people will feel embarrassed if you stand aside while they play computer. For example, if someone shows you a new product, what functions are emphasized, and what are the people who take out their mobile phones in the car doing (note 1).

Use refers to the use of the product. Personally, it is not recommended to register the code immediately after the new website goes online, and then go in and make hasty comments. Although I often do this, most new products will die within a few years for various reasons. It is better to use products that we are used to and often ignore. Although they are old, what has settled down must have its value.

Finally, do it and turn your ideas into products. When we think of an idea, we often get excited, hoping that I will be the next Zuckerberg, and then really wait for something to be done and start looking for objective reasons of one kind or another. The greatest value of doing more and making more mistakes for me is that it can make me often introspect. When you can consider something that has no strong utilitarian color, it is already half reliable.