Job one for a manager is to build a great team and create an environment for members of that team to succeed.  

Building a great team starts with our ability to identify the right people for the job. To determine who is a fit and who isn't, it's paramount to get clear about the desired attributes in a Product Manager, understand why they are important, and determine how to test for them in an interview.

The best high-level model I know of when it comes to the attributes of a great Product Manager, or any team member, is from Patrick Lencioni’s book, The Ideal Team Player.

In the book, he identifies three attributes as being most desirable: humble, hungry, and smart.

I tend to think of Product Owner attributes along four dimensions:

Categories:

Category

Attribute

What It Is and Why It's Important

How to Test for It in the Hiring Process

Owner

Bold, Hungry, Self Motivated

We want to hire product owners who come with batteries included. That means they don't require someone else to motivate them. This is also known as being a manager of one.

He doesn’t dwell on his past accomplishments. He is never satisfied. He is always reaching for more—setting higher goals. He is driven to exceed whatever expectations have been imposed upon him. This is just a part of his make-up.

He doesn’t get stuck in ruts. He is open to new ideas and new ways of solving old problems. He is always look- ing for the best solution and embraces change if it will take him—or the company—to a new level.

He comes to meetings prepared, having completed his homework. In the meeting, he is an active listener, ask- ing lots of questions and taking notes. After the meeting, he follows up. He completes his assignments on-time without someone having to prod him to do so. He is relentless when it comes to execution.

In short, a hungry person “plays full out,” holding nothing back. More than anything, he wants to win and is will- ing to pay the price to do so.

A hungry person is intellectually curious. He reads constantly—newspapers, magazines, and books. Lots of books. He loves learning new things and sharing what he is learning with others.

The "why" seeker. Perceived as annoying when used frequently, some of us outgrew this in our younger years and others are re-experiencing it through the lives of their children or others' children... the constant need and desire to understand the world around you.

Different from natural curiosity in that the seeker asks probing questions in order to peel back the layers of ex- planation to get at the core ideas concerning a particular issue. They are never satisfied by what they know to- day and always seek understanding of new things tomorrow.

Smart

A smart person is a quick study. He can “connect the dots” without a lot of help. He has a natural ability to “think laterally,” that is, across disciplines. He can apply what he learns in one field or category to another.

He is comfortable using metaphors and analogies. He knows how to make complex subjects simple without confusing himself and everyone else in the process.

Confusion sometimes masquerades as complexity. Listening to an explanation, you might be tempted to think that you’re just not smart enough to understand the issue. But in reality, the presenter doesn’t understand it well enough to make it simple. I want people working for me who are smart enough to work through the complexity in order to arrive at simple explanation.

2

A smart person also asks thoughtful questions. He sees connections between topics that others miss. He is aware of nuances. He has diverse interests, which come in handy when he is trying to understand new informa- tion.

He is also able to focus mentally, for long periods of time if necessary. He doesn’t give up quickly. He keeps pressing until he gets the insight or clarity he needs. He is a creative problem-solver.

Finally, smart people have cognitive intelligence. That’s most of what I have covered here. But that alone is not sufficient. In my opinion, a successful candidate also needs emotional, relational, and even spiritual intelligence to succeed.

Technology Customer Focused

If I think I always have the answer I'm not going to be a good product owner. My job is to surface the best idea, no matter where it comes from. I don't go to prove myself right.

Empathetic Humble

A humble person has a good sense of himself. He doesn’t think more highly of himself than he should (pride), nor lower of himself than he ought (poor self-esteem). He is sober-minded, having a realistic grip on his strengths and weaknesses.

He does not exhibit self-ambition. He might be ambitious for the cause, for the company, or for the team, but he is not ambitious for himself. He isn’t overly-concerned about his title, his status, or his position relative to others.

In conversation, he assumes the posture of a learner. He doesn’t pretend that he knows it all or even more than he does. It would certainly never cross his mind to assume that he is the “smartest person in the room.”

He respects other points of view and asks questions to make sure that he understands the other position be- fore criticizing it. He makes other people feel smart and competent.

He is other-centered, no matter who the other person is. He acknowledges “the little people,” those that are easily overlooked by everyone else. He values them and treats them as peers.

3

A humble person is open to correction and not defensive. He is quick to admit mistakes and apologize. He knows how to say, “I am sorry. What I did was wrong. Will you please forgive me?” Everyone makes mistakes. The truly humble know how to make it right. Usually, they have had plenty of practice.

He is conscious of the contributions others have made to his life, his projects, and his career. He is quick to give credit to them and express sincere gratitude. Conversely, when others compliment him, he offers a simple “thank you,” without making a big fuss about it.

Finally, he does not consider certain jobs “beneath him.” He sees what needs to be done, pitches in, and is just happy to be part of the team.

EQA Problem Solver / Critical ThinkerHonestHonesty and IntegrityAs Dr. Stephen R. Covey points out in The Seven Habits of Highly Successful People:

Honesty is telling the truth—in other words, conforming our words to reality. Integrity is conforming reality to our words—in other words, keeping promises and fulfilling expectations. This requires an integrated character, a oneness, primarily with self but also with life” (pp. 195–196).

At the most basic level, an honest person does not lie. He does not exaggerate or misrepresent the facts. “Spin control” is a foreign concept. So is bragging. If anything, he is given to understatement, especially about his own accomplishments.

4

He is also honest in giving others feedback. He is able to be direct without being hurtful. He doesn’t create un- necessary drama. He doesn’t say anything about those who are absent that he wouldn’t say if they were present.

Finally, an honest person keeps his commitments, even when it is difficult, expensive, or inconvenient. If he said he would do it, he does it. You can take it to the bank.

Optimism/PositivityDiverging/converging thinkingif you're just a problem spotter not a problem solver you're not going to be successful. What do you believe about the future?CommunicatorFriendlyWhat are some of your interests outside of work?ReadyTell me about a time when... Describe a time when...Use SARA• Situations• Who was on your team and their roles?• Who was the leader?• How did you get involved?• What motivated you to do this?• Actions• What did you do first and why?• What did you do next?• Next?

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5 If I were to call your last boss- how would he rate your performance? What would she say are areas of im- provement for you?

6 What can you tell me about our business? What do you think is Frost's strategy? How would you say we are different than other financial institutions?

7 Tell me about a great product you've encountered recently. Why do you like it?8 What's made insert product here successful? I usually pick a popular product that's won over consumers

handily in a crowded market.

9 What do you dislike about my product? How would you improve it?

10 What problems are we going to encounter in a year? Two years? Ten years?

11 How do you know a product is well designed?

12 What's one of the best ideas you've ever had?

13 What is one of the worst?

14 How do you decide what not to build?

15 What was your biggest product mistake?

16 What aspects of product management do you find the least interesting and why?

17 If someone else has wronged you in some way, how do you deal with the situation?

18 Can you tell me about a recent situation where you had to share bad news with someone? How did you han- dle it?

Resources:10 things I expect new hires to know on day one

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<ul><li>Discipline/Practice</li><li>Culture/Behavior</li><li>Thinking/Problem Solving Ability</li><li>Communicating</li></ul>

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<h2>Thinking/Problem Solving Ability</h2>

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<h2>Communicating</h2>

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<h2>Discipline/Practice</h2>

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<p> </p>

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<h2>Culture/Behavior</h2>

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<h3>Bold, Hungry, Self Motivated</h3>

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<p> We want to hire product owners who come with batteries included. That means they don't require someone else to motivate them. This is also known as being a manager of one.He doesn’t dwell on his past accomplishments. He is never satisfied. He is always reaching for more—setting higher goals. He is driven to exceed whatever expectations have been imposed upon him. This is just a part of his make-up.He doesn’t get stuck in ruts. He is open to new ideas and new ways of solving old problems. He is always looking for the best solution and embraces change if it will take him—or the company—to a new level.He comes to meetings prepared, having completed his homework. In the meeting, he is an active listener, asking lots of questions <em>and </em>taking notes. After the meeting, he follows up. He completes his assignments on-time without someone having to prod him to do so. He is relentless when it comes to execution.In short, a hungry person “plays full out,” holding nothing back. More than anything, he wants to win and is willing to pay the price to do so.</p>

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<ul><li>Where do you see yourself in three years?</li><li>What are your biggest personal goals? career goals?</li><li>How do you make sure that you follow-up on your assignments? Do you have a system?</li><li>How do you typically prepare for meetings?</li><li>Tell me about a time where you've been in a team situation and a team member has not followed through with their commitment.</li><li>Tell me about a time where you've had to stretch beyond your actual role in helping a project be successful.</li></ul>

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<h3> A Learner</h3>

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<p> A hungry person is intellectually curious. He reads constantly—newspapers, magazines, and books. Lots of books. He loves learning new things and sharing what he is learning with others.</p>

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<ul><li>What books have you read recently?</li><li>What books are you reading now? What podcasts are you listening to?</li></ul>

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<h3> Resilient</h3>

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<p> Doesn't give up at the first sign of trouble. Committed to the outcome and bringing it to life.</p>

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<h3> Intellectually Curious</h3>

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<p></p>

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<p> The "why" seeker. Perceived as annoying when used frequently, some of us outgrew this in our younger years and others are re-experiencing it through the lives of their children or others' children... the constant need and desire to understand the world around you. Different from natural curiosity in that the seeker asks probing questions in order to peel back the layers of explanation to get at the core ideas concerning a particular issue. They are never satisfied by what they know today and always seek understanding of new things tomorrow.</p>

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<p></p>

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<h3> Smart</h3>

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<p> A smart person is a quick study. He can “connect the dots” without a lot of help. He has a natural ability to “think laterally,” that is, across disciplines. He can apply what he learns in one field or category to another.He is comfortable using metaphors and analogies. He knows how to make complex subjects simple without confusing himself and everyone else in the process.Confusion sometimes masquerades as complexity. Listening to an explanation, you might be tempted to think that you’re just not smart enough to understand the issue. But in reality, the presenter doesn’t understand it well enough to make it simple. I want people working for me who are smart enough to work through the complexity in order to arrive at simple explanation.A smart person also asks thoughtful questions. He sees connections between topics that others miss. He is aware of nuances. He has diverse interests, which come in handy when he is trying to understand new information.He is also able to focus mentally, for long periods of time if necessary. He doesn’t give up quickly. He keeps pressing until he gets the insight or clarity he needs. He is a creative problem-solver.Finally, smart people have cognitive intelligence. That’s most of what I have covered here. But that alone is not sufficient. In my opinion, a successful candidate also needs emotional, relational, and even spiritual intelligence to succeed.</p>

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<p></p>

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<h3>A Design Thinker</h3>

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<ul><li>Get them to talk through a project. Then ask them how they arrived where they did. What was the process they took &amp; why did they take it? Did they experiment, test, talk to customers?</li></ul>

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<h3> Customer Focused</h3>

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<p> If I think I always have the answer I'm not going to be a good product owner. My job is to surface the best idea, no matter where it comes from. I don't go to prove myself right. </p>

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<h3> Humble</h3>

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<p> A humble person has a good sense of himself. He doesn’t think more highly of himself than he should (pride), nor lower of himself than he ought (poor self-esteem). He is sober-minded, having a realistic grip on his strengths and weaknesses.He does not exhibit self-ambition. He might be ambitious for the cause, for the company, or for the team, but he is not ambitious <em>for himself</em>. He isn’t overly-concerned about his title, his status, or his position relative to others.In conversation, he assumes the posture of a learner. He doesn’t pretend that he knows it all or even more than he does. It would certainly never cross his mind to assume that he is the “smartest person in the room.”He respects other points of view and asks questions to make sure that he understands the other position before criticizing it. He makes <em>other people </em>feel smart and competent.He is other-centered, no matter who the other person is. He acknowledges “the little people,” those that are easily overlooked by everyone else. He values them and treats them as peers.A humble person is open to correction and not defensive. He is quick to admit mistakes and apologize. He knows how to say, “I am sorry. What I did was wrong. Will you please forgive me?” Everyone makes mistakes. The truly humble know how to make it right. Usually, they have had plenty of practice.He is conscious of the contributions others have made to his life, his projects, and his career. He is quick to give credit to them and express sincere gratitude. Conversely, when others compliment him, he offers a simple “thank you,” without making a big fuss about it.Finally, he does not consider certain jobs “beneath him.” He sees what needs to be done, pitches in, and is just happy to be part of the team.</p>

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<ul><li>What work experiences have you had that prepare you to be successful in this position?</li><li>What do you see as your three greatest strengths?</li><li>You’ve obviously accomplished a great deal. To what do you attribute that success?</li><li>We all make mistakes. When you discover that you have made one, how do you handle it?</li><li>Take him or her to dinner. See how he treats the hostess, the waiters, and even the busboys. Is he curt? Is he demanding or brusque? Does he treat them with dignity? Is he appreciative? Does he even notice them? Be leery of people who “suck-up” to people they want something from and disrespect everyone else. There’s no explaining it away. This is a character flaw. I don’t want someone like this working in our organization. I have no patience for it.</li></ul>

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<h3>Self Awareness</h3>

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<h3> Honesty and Integrity<br></h3>

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<p> As Dr. Stephen R. Covey points out in The Seven Habits of Highly Successful People:<br> Honesty is telling the truth—in other words, conforming our words to reality. Integrity is conforming reality to our words—in other words, keeping promises and fulfilling expectations. This requires an integrated character, a oneness, primarily with self but also with life” (pp. 195–196).<br> At the most basic level, an honest person does not lie. He does not exaggerate or misrepresent the facts. “Spin control” is a foreign concept. So is bragging. If anything, he is given to understatement, especially about his own accomplishments.<br> He is also honest in giving others feedback. He is able to be direct without being hurtful. He doesn’t create unnecessary drama. He doesn’t say anything about those who are absent that he wouldn’t say if they were present.<br> Finally, an honest person keeps his commitments, even when it is difficult, expensive, or inconvenient. If he said he would do it, he does it. You can take it to the bank.</p>

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<h3>Optimism/Positivity</h3>

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<h3>Diverging/converging thinking<br></h3>

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<p>if you're just a problem spotter not a problem solver you're not going to be successful.<br> What do you believe about the future?<br> Communicator </p>

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<h3>Friendly </h3>

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<p>What are some of your interests outside of work?<br> </p>

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<h3>Ready </h3>

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<p>Tell me about a time when… Describe a time when…<br>

Use SARA</p>

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<ul><li>Situations <ul><li>Who was on your team and their roles?</li><li>Who was the leader?</li><li>How did you get involved?</li><li>What motivated you to do this?</li></ul></li><li>Actions<ul><li>What did you do first and why?</li><li>What did you do next?</li><li>Next?</li><li>Who did you get involved?</li></ul></li><li>Results<ul><li>What were the results?</li><li>What does success look like?</li><li>How did you know you were successful?</li><li>What would your manager say about the result?</li></ul></li><li>Applications<ul><li>What did you learn?</li><li>How have you applied what you learned?</li><li>What would you do differently?<br>

Growth Mindset <br>

Failure is feedback. Willing to risk failing and understands it's part of the deal. </li></ul></li></ul>

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<h3>Great Teammate </h3>

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<p>What does it mean to you to be on a team?</p>

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<h3><br>Data &amp; Details </h3>

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<h3>Business Acumen</h3>

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Great management is about building exceptional teams. The first step to this is identifying the right individuals for the roles we have. For a product manager position, understanding the essential attributes, their importance, and how to identify them during an interview is crucial.

Patrick Lencioni's book, "The Ideal Team Player," presents a compelling model for identifying desirable team member attributes: humble, hungry, and smart. When it comes to product managers, I believe these attributes spread across four dimensions: Discipline/Practice, Culture/Behavior, Thinking/Problem Solving, and Communicating.

The ideal product manager is like a battery included toy; they come with their built-in motivation. They don't dwell on past achievements but are always striving for more, setting higher goals, exceeding expectations. They don't get stuck in old ways but are open to new ideas and solutions. They are always prepared, active listeners in meetings, and relentless in executing tasks. They are hungry to win and are ready to pay the price for it.

A successful product manager has an insatiable intellectual curiosity, always learning new things and eager to share their knowledge. They read widely, from newspapers and magazines to a multitude of books.

The resilient product manager doesn't give up at the first sign of trouble. They are committed to achieving the desired outcome and bringing it to life. They are intellectually curious, always probing and peeling back layers to understand core concepts. They are never satisfied with what they know today and are always seeking to understand new things tomorrow.

A smart product manager is a quick study, able to connect the dots across disciplines. They can simplify complex concepts without causing confusion, pressing through complexity to arrive at a simple explanation. They ask thoughtful questions, see connections others miss, and are creative problem solvers. They need cognitive, emotional, relational, and even spiritual intelligence to succeed.

A humble product manager has a realistic self-image, neither inflated with pride nor deflated with poor self-esteem. They are not selfishly ambitious but ambitious for the cause, the company, and the team. They respect others' viewpoints, make others feel competent, and are quick to give credit where it's due. They are open to correction, quick to admit mistakes, and apologize sincerely.

In conclusion, hiring the right product manager requires a keen understanding of these attributes and how to identify them in potential candidates. Investing in finding such individuals will undoubtedly pay off with a high-performing team that's driven to succeed.

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