What strategies can I employ to combat impostor syndrome in my role as a non-technical product manager?

[AhmadBashir]

I come from a sales background that is not focused on technical aspects, but I have developed a strong interest in product management. In April, I successfully secured my first position as a product manager, despite without prior experience. This achievement was the result of months of dedicated preparation for the interview process. Several months have passed since I began working in this position, and now that I have completed the first training period, I am experiencing a significant amount of impostor syndrome.

Occasionally, I encounter difficulties in comprehending the discussions held by my developers and engineers in meetings. Moreover, there are instances where I lack knowledge about specific technologies, services, or APIs, including their functionalities and operations. Occasionally, I inquire about it, but I see a decline in my esteem each time I do so (given that I am the de facto leader of my team, I am expected to possess superior knowledge). Is acquiring coding skills the definitive approach to overcoming impostor syndrome, or are there alternative methods to address this issue?

[JonathanTessa]

Obviously, this depends on the culture of the firm, but when you show curiosity, developers are the most helpful individuals I’ve found. Try to arrange a one-on-one meeting with a senior developer so he can give you an overview of the services you use. Request architecture schematics or API documentation. See if you can gain access to a database to better understand the reasoning behind your product. Inquire about the equipment they use on a regular basis. Participate in their daily standups only to hear about their current issues. Things will begin to fall into place gradually.

You will be OK as long as you are eager to learn, as others have suggested.

[YuriRoman]

I agree with this idea. Most of the time, someone is delighted to fill you in on what they know if you show a sincere interest in the specifics. This will not only help you understand the product better but also build a good rapport with the team. Remember to ask thoughtful questions and actively listen to their responses to make the most of these interactions. Remember to ask thoughtful questions and actively listen during these interactions. Building strong relationships with your team members will also help you gain valuable insights into the product development process. Additionally, consider reaching out to team members individually to gain more in-depth knowledge about their specific roles and responsibilities. Building relationships with your colleagues can also provide valuable insights and help you navigate the project more effectively. Remember that learning is a continuous process, and staying curious and open-minded will help you adapt and grow in your new role.

When PMs treat engineers like transactions, this is the antithesis of what is meant to happen. It’s easy to lose someone’s trust by saying things like “Just tell me what I need to know” or ignoring their complexity rather than interacting with them. This approach not only enhances communication and problem-solving but also promotes a sense of respect and mutual understanding among team members. By taking the time to understand and appreciate the unique skills and perspectives of each team member, project managers can foster a more collaborative and productive work environment. Effective communication and active listening are key components in building strong relationships with engineers and ensuring successful project outcomes.

[BrandonMilne]

Sure enough, this is so true. However, it is also important for PMs to provide clear direction and expectations to engineers in order to ensure tasks are completed efficiently and effectively. By balancing active listening with clear communication, PMs can create a harmonious and productive team dynamic.

While debugging Visual Studio, my senior or associate architect went over features and bugs with me. It will always make them feel a bit better. However, if you are enthusiastic, they will support you. This collaborative approach fosters a positive work environment and encourages team members to work together towards a common goal. Ultimately, effective communication and mutual support are key components of successful product management. By actively engaging with the team and addressing any concerns or roadblocks, project managers can foster a positive and collaborative work environment. This approach can lead to improved morale and ultimately contribute to the overall success of the project. In addition, showing appreciation for their hard work and dedication can also boost team morale and motivation. By fostering a positive and supportive work environment, PMs can help engineers thrive and achieve their full potential.

[JoelSchulman]

There is some excellent advice here, but one thing you mentioned struck me. ‘Because technically, I am heading my squad.’ This is a major misunderstanding from my perspective. You may ultimately lead other PMs, but you are not the leader of a senior developer or the UX team. Your role is not to make decisions or assess their performance. Your role is to provide the correct challenges to solve for customers so that you and your colleagues may achieve business success, to unclog the team whenever possible, to enforce responsibility, to motivate everyone with customer feedback loops and statistics, and to communicate with stakeholders. You should not be leading them; rather, you should all be guiding one another in your own areas of viability, feasibility, and usage.

I’ve worked on several teams where the developers enjoy not being instructed how to code. It might be difficult to trust others. Ask for inquiries, but keep them related to your situation. We all have to sell to each other from time to time; therefore, request a pitch when you believe it is justified. So you are convinced that this solution and technology are the best for achieving our objective in a realistic time frame? Can you guide me through the dangers and alternatives you considered?

[ShiyaoLiu]

You are not required to acquire coding skills. The phrase “conversational knowledge” is the key to success. In order to have a constructive talk with engineers about how a feature should be implemented, it is necessary to have sufficient knowledge to have high-bandwidth communication with them.

Imagine it as a spectrum of possibilities. On the one hand, you are familiar with the meanings of certain terms, like deployment, analytics, migrations, landing page SEO, and so on. If you are in the center of the spectrum, you could have some knowledge of fundamental coding, which means you are aware of how features are constructed, proving that it is not all magic. On the other hand, you could have a profound understanding of how software is constructed, to the extent that you are able to comprehend the intricacies and trade-offs involved.

Whatever position you are in on this spectrum, you may benefit from it.

[BinaCampos]

This is an excellent synopsis. The latter is crucial to grasp in order to be able to make trade-offs. Trade-offs are the most challenging and crucial component of any project for a PM to manage. Understanding the intricacies of software construction allows project managers to make informed decisions and prioritize tasks effectively. By recognizing the trade-offs involved, PMs can navigate challenges and ensure successful project outcomes.

How much knowledge should a PM (B2C, B2B, internal, or platform) have to comprehend tradeoffs and take them into account while making decisions?

[ShiyaoLiu]

That is a valid and intriguing argument. I’d be surprised if the answer differs across B2B, platform, and other similar contexts when asked “how much is enough” in numeric terms. I suppose our sector hasn’t yet developed a “technical proficiency level” analogous to linguistic proficiency levels. For software PM, it would be great to have:

1. No Proficiency. Lacks comprehension of how the internet functions.
2. Elementary Proficiency. Familiarize yourself with the inner workings of user-level apps and the internet.
3. Requires further training and experience. Possess sufficient technical knowledge to sell or provide client assistance.
4. Work Competence at a Professional Level. Competently communicates with engineers on technological limitations, trade-offs.
5. Complete expertise in the field. It remains unchanged from before; I’m confused?
6. Proficient in both the target language and others. Skilled at both coding and berating engineers.

[GerardKolan]

There is no one else who thinks about you even 10% as much as you do. You’re great. Simply keep stepping forward and get to know the people you’re around. People will value you more if they see you as something other than the perfect expert partner. Be a good person and be excited about what you’re learning. People will notice these things and have good thoughts about them. Remember, it’s okay to feel confused sometimes, it’s all part of the learning process. Embrace the opportunity to ask questions and seek clarification when needed. Keep an open mind and continue to grow in your field.

[AnthonySmith]

One thing I do is change the way questions are asked. Don’t ask, “What is X?” Instead, ask, “Could you tell me more about X?” It’s not clear to me how it works. Yes, there is a time and place for that. If you don’t want to take up everyone’s time, you can also ask to meet with people one-on-one. People, especially programmers, will like how honest you are. They know how hard their work is.

Do not be afraid to talk to people because it is your most useful tool. Networking and building relationships with others in your field can also be beneficial for your growth and development. By engaging in conversations and exchanging ideas with peers, you can gain valuable insights and perspectives that can help you further enhance your skills and knowledge.

[ElvinHenriques]

It’s really easy to be a product manager. I agree that there is too much to do. But everyone is there to help you. Ask engineering for help with tech issues, UX design issues, business issues, and customer issues related to the product. Find out everything you can and do your best. Remember, as a product manager, you are not expected to have all the answers yourself. Utilize the expertise of your team members and collaborate with them to overcome challenges and achieve success. Keep an open mind and be willing to learn from others in order to continuously improve and excel in your role.

Think about how easy the job is instead of how hard it seems. Anyone in the world can do it if they want to learn that much. You’re never by yourself. Get over this feeling of being a fake. It’s possible. Remember, it’s normal to feel overwhelmed at first, but with time and experience, you will become more confident in your role as a product manager. Surround yourself with a supportive team, and don’t be afraid to ask for help when needed. With dedication and perseverance, you will succeed in this role.

Something else might be there. You might not like this job and want to do something else. Then you should move on. It’s important to listen to your instincts and passions when it comes to your career. If being a product manager isn’t the right fit for you, don’t be afraid to explore other opportunities that align better with your interests and goals. Remember, it’s never too late to make a change and pursue a path that brings you fulfillment and satisfaction.

[KaneMorgan]

It sounds nothing like impostor syndrome. It appears that you still don’t know enough about the position. We’ve all been there, so don’t worry about it, but it would be wise to study up on some effective project management techniques and seek out coaching. It’s important to continuously learn and grow in your career to reach your full potential. Seek out resources and support to help you succeed in your new role as a product manager. With dedication and effort, you can overcome any challenges and excel in your chosen field.

To grasp the fundamentals, taking a coding course would certainly be beneficial as well. Additionally, networking with experienced professionals in the field can provide valuable insights and guidance. Remember, building strong relationships and seeking mentorship can greatly contribute to your success as a product manager. Taking initiative to expand your skill set and knowledge will set you apart in your career.

[DhirajMehta]

You were a student when you developed the skills necessary to secure the role through successful interviews.

You must now pursue knowledge in the areas of product leadership and technical proficiency.

Begin by following engineers on Twitter, visiting product searches on a daily basis, and reading case studies or blogs about tech founders who construct in public because they explain the technology used, its rationale, and can be contacted regarding inquiries.

It is unnecessary for you to possess knowledge of the work’s execution; the engineering teams are already aware. You must have a mental map of technology. Kubernetes is that, Github is that, Stripe is that, Mailgun is that, Python is that, and x is that rather than y because…

I would locate a trusted developer (who does not need to be the most knowledgeable or even a senior . developer; a simple one who can be communicated with will suffice), schedule a thirty- to sixty-minute session, and begin with a blank canvas in Miro or Lucid. Construct a data flow or pseudo-architectural diagram collectively, even if this has been provided to you previously. Begin with…

“What is our technological stack and why?” “On which third-party technology do we depend, and why?” Thus, given that we have this essential third-party service and this fundamental technology, what do we devote the majority of our resources to developing and/or supporting, and why?

Build your map, etc., through inquisitiveness and curiosity.

Your preferred phrases while performing include: “I am attempting to comprehend… what or why…” “Solution to the problem: How might we…” “Am I observing x or y? What am I overlooking?”

Additionally, you must Google concepts you do not fully grasp and attend meetups or lunches where one-on-one conversations can evolve into open discussions in which you inquire about your knowledge gaps.

I can assure you that every product manager challenges the team to comprehend assumptions, inquires about previous decisions, and requests clarification on how we arrived at certain conclusions, among other things.

Contribute positively, learn, and establish a solid foundation. Expert PMs are capable of this fundamental skill.

Best of Luck!

[DianneStinger]

You are not leading your team. By serving your team, you are contributing. The PM gives the team a very specific service that they can’t really do on their own: they guide the team in the direction of giving the customer the most value.

Does knowing how things work technically help you do that? Could be. You need to look.

Do something to learn it if you say yes. It’s kind of like learning a new language. To even begin to understand, you need some connections between the new language and a language you already know. Once you have some, you can build on them. It takes work, but it’s not impossible.

There’s no need to beat yourself up about not having technical knowledge if you look and find that it doesn’t help you lead the team to maximum value. You can get help with that. It’s your job to get to know the people, look for ways to help them, and then put together work that makes sense for the team. You can let experience help you learn more about technology on its own.

[cathryncui]

Write down words that are used a lot in meetings, while learning, or while listening to talks, and then go do some research. Start with the easy ones and work your way up to the more difficult ones. Attend bigger events when you’re asked to, and pay attention. Listen to what’s being said if you’re a PM. This will help you stay up-to-date with industry trends and expand your knowledge base. Additionally, networking at these events can lead to valuable connections and opportunities for growth in your career.

It takes time, but it helps to draw on the knowledge you already have. That’s why they hired you in the first place. Do not forget to take notes during these events and discussions, as it can be helpful to refer back to them later on. By continuously learning and staying engaged in your industry, you will be better equipped to make informed decisions and contribute effectively in your role as a project manager.