I really enjoyed the Emotional Regulation as Superpower article. I think it was published before I started reading so I’m glad for the repost/revisit. It closely aligns with some of my thoughts.
For context, I’m in Product Management. It’s been a mixed bag: I came into the role from Analytics, where I felt really strong, really confident, and really capable. With Product, it’s so undefined that I had a really tough time characterizing it in all its many forms and permutations (e.g. PM can differ by company size, company stage, industry, Product type, C-suite definition of “Product”, etc etc).
I ended up taking some time in between roles during this COVID time and did some writing. I’ll copy/paste with light editing here:
To be a PM, you need to be able to understand and regulate your own emotions along with those of others
This is not unique to Product Management: at a certain level (usually management, but sometimes before), you will need to be able to grok and traverse other peoples’ emotions. Up until this point, you are relatively exempted from any deficiency or weakness in handling disagreement and the emotions that inevitably come with it:
- As an IC, conflicts can be mediated by seniors or managers
- As a young person, conflicts can be chalked up to inexperience (e.g. “terrible twos”)
However, at a certain point, your inability to understand when somebody has been hurt, or your indifference to the concepts of intent vs. impact become toxic to your team, and depending on your level, your org and company