He was quite satisfied with himself.
Posted: Mon Dec 23, 2024 4:56 am
There are many such behaviors. It is natural to imagine that the product capabilities will decline precipitously. Energy is the soil that grows upward. You reap what you sow. My former company was made up of different business units, each with a different product director. At the time, there was a product director who was a typical example of the above situation. He completely abandoned the core of the product. He neither led the team to research the market nor got close to the users. He didn't even know the product functions and business logic.
His daily work was to hold various meaningless meetings. meeting. He landcode 852 only talked about superficial nonsense such as efficient collaboration of personnel. However, he had the illusion of being able to point fingers at others. Little did he know that the people below didn't agree with him. He was most afraid to hear him say, "Let's get together." Because he almost didn't put his energy into the product, he naturally couldn't show professional effects. If the above-mentioned leaders are "powerful but not willing", then the other type of leaders are "willing but not powerful", that is, due to various social activities and management work, they don't have enough energy to invest in product work, and the product capabilities have declined unknowingly.
There are actually many such situations, and they are even the inevitable path for every product leader. Take Jing for example. When I was first promoted to director, I was dragged by my boss to attend various meetings. The original product research was left behind a lot, but I am a believer in lifelong learning and I soon realized this problem and immediately made a correction plan. For example, I will deliberately require myself to read books and newspapers, and my browser has a tab bookmark. Every day, I must browse various websites, including from, website, and get products to learn new product knowledge and courses for new positions.
His daily work was to hold various meaningless meetings. meeting. He landcode 852 only talked about superficial nonsense such as efficient collaboration of personnel. However, he had the illusion of being able to point fingers at others. Little did he know that the people below didn't agree with him. He was most afraid to hear him say, "Let's get together." Because he almost didn't put his energy into the product, he naturally couldn't show professional effects. If the above-mentioned leaders are "powerful but not willing", then the other type of leaders are "willing but not powerful", that is, due to various social activities and management work, they don't have enough energy to invest in product work, and the product capabilities have declined unknowingly.
There are actually many such situations, and they are even the inevitable path for every product leader. Take Jing for example. When I was first promoted to director, I was dragged by my boss to attend various meetings. The original product research was left behind a lot, but I am a believer in lifelong learning and I soon realized this problem and immediately made a correction plan. For example, I will deliberately require myself to read books and newspapers, and my browser has a tab bookmark. Every day, I must browse various websites, including from, website, and get products to learn new product knowledge and courses for new positions.