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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16
｜
第
2
章
是创造者，所以你需要面对各种挑战，比如如何组建团队，如何协调团队成员的个性，如
何激励他们。”创造者需要专注地创造东西并解决问题，而一些流程和制度有可能干扰他
们。所有的管理者和领导者都需要根据团队的产出进行评判，产品领导者也一样。如果要
评判产品领导者在管理创造者团队方面的表现，往往会关注他们在保护团队不受干扰以及
保证团队交付对的产品上做得有多好。这个维度可以把产品领导者和老套的管理模式区分
开来。产品领导者不再向下属发出命令
,
而是以共情方式激励创造性来实现互惠互利的目
标。他们为创造者和问题解决者提供了安全的心理和物理环境，并使团队成为英雄。正如
某位管理层的产品领导者告诉我们的那样：“当我是一名高级工程师时，我的工作涉及的全
是技术和流程；现在我是首席产品官了，我的工作就是关注团队成员及其情绪。”
产品领导力的具体挑战
：
不仅仅占有一席之地
产品管理和产品领导力并不是新的概念。尽管今天它们比以往任何时候都更受关注和重
视，但它们确实早已存在。我们和很多受访者都是自
20
世纪
90
年代末期以来一直从事网
络产品的营销、设计和开发等工作。早在那时，产品经理和产品领导者就已经关注业务
了。如今改进体现在这个角色如何被整合到了整个业务对话中。在过去，产品经理通常是
那些直线经理或者职能领导。令我们高兴的是，当下的市场希望看到产品领导者与公司中
最资深的人一起合作。新的头衔和新的曝光度并不总意味着新的职责。产品还是需要对外
发布。不过，在管理层中占有一席之地保证了产品领导者拥有展现产品优先级的机会
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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.