January 2022
Beginner to intermediate
177 pages
4h 24m
Chinese
Content preview from 产品领导力：杰出产品经理如何打造卓越产品和团队
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引言
易的建议，它们出自那些追寻自己的道路、乐于分享自己的故事和建议的领导者。比如康
塞尔就描述了早期产品领导力的细微之处，及其与后期的区别：“对于早期的业务，作为
领导者，我们需要做一些假设。我们需要自己扮演客户来获得一个自举系统；接着，当条
件允许时，我们会找到测试用户；然后，日常用户就代表了客户。”这样的转换要求产品
经理具备一种演进式的领导力。康塞尔相信，产品经理会从客户代表（以及他们尚未雇用
的团队）转换为愿景守护者，权力最终归还团队：“如今我们拥有了真实的客户并致力于
获得更多的客户，当逐步到达预设的关键量级后，我们就可以停下来，放手，让团队自己
管理自己。”本书充满了类似的产品领导者的见解。我们希望你通读每个部分来理解这些
阶段到底是怎样的，以及转换是如何发生的。
学会创建和培养团队
每个产品团队就像它所支撑的业务一样，在产品的每个阶段需要面对不同的挑战。每一个
新阶段都需要根据当前工作的需求来找寻、雇用并培养适合的团队。相对较新的公司也许
没有成熟公司所拥有的资源，但其优势在于敏捷性和速度。合理利用环境优势来建立适合
的团队，对产品能否成功有着极其重要的影响。选择出那些能和环境因素顺利融合的合适
人选正是产品领导者的职责所在。
举例来说，相对于角色划分精确的成熟团队，创业公司更需要通才。“对于初创团队，你
必须雇用那些适应性很强并能快速调整的人。”
ProductPlan
的吉姆
•
谢米克这样说，“首先，
他们需要应对一个充满不确定性的环境。其次，你需要雇用那些能变通的人，那些可以胜
任自己的角色并承担起额外责任的人 ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.