So if curiosity is the single most important quality for product managers to demonstrate, what is the opposite of curiosity? The answer I keep coming back to is, quite simply, defensiveness. Given the ambiguous and connective nature of product management, it is easy to find yourself on the defensive—whether that means defending your team against executive interference, defending your decisions against probing questions, or defending yourself against the sneaking suspicion that nobody understands or appreciates all the hard work you’re doing. Perhaps the hardest single lesson I’ve learned in my
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