Paige Costello: preference

Transcript context

…So you've worked with a lot of early product managers. I'm curious what you find most holds back new PMs and help them being successful in their career, and even on the flip side, what most helps new PMs be successful in terms of skills or behaviors, habits, things like that? I would say this illusion that you have to be all-knowing and super confident sets you up to be in a place of advocacy instead of inquiry. So PMs who are newer in their careers or who are in a different space than they're accustomed to working really want to be pro really fast. What pro means is trying to cut that straight path, and that can reduce information and conversation that makes you smarter. So some of the challenges that some PMs face are feeling like they need to be the expert, they need to be the smartest person in the room, or God forbid, they think they're the smartest person in the room. Then, what happens is they're really doing that customer, or product discovery, or spec in a little dark room. Then, they show up, and they say, "This is it. This is right. I know it's right, and let's do this as quickly as possible." Everyone else says, "Wait. What? I don't know. I have a question," or they don't, and they still have a question, which is even worse. So I would say something that really holds PMs back is not being collaborative from a place of true curiosity like performative collaboration where they're not in a room or want to do a review, but ultimately, they don't really want the questions or the feedback. I think trying to make sure that you can be in a place of curiosity and openness because that will make your experience more successful is really important. Other people aren't always going to be right, but if you're present for it, you can ask clarifying questions. You can ask the question behind the question. You can hear the feedback, and then say, "Was that something that I must do, that I should do, or that I should consider?" You can actually develop a conversation that will move your relationship forward, and so I would say that's something that I think holds PMs back. PMs tend to be so ambitious and career-centric. There are so many good things about that, but I would say don't let the sound of your wheels drive you crazy. If you're present in your job, and you actually have fun with it and solve the problems, people will come out of the woodwork, say, "You're great, and tell your boss you should be promoted." You don't need to ask for a promotion. Your outcomes should speak for themselves. Yes, you should have sponsors and people who advocate for you, but a lot of that just comes from that raw connection to the work and to your team. Everyone I talked to about you is like, "Oh my god, I love Paige." I could see why, but I want to ask you a question. I imagine you've made some mistakes either with a product or your career. I'd love to hear a story of something that went wrong and what you learned from that experience. This might be the last question, depending where you take it.…

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