What an expert is, however, varies based on your role. If your role is about setting the big picture and vision, then a broad understanding across different areas is more useful. But if you’re focused on a specific product area, then a deeper, more specialized knowledge is often better. This helps you dig into the technical details, user journeys and specific features.
Early in my career as a product manager at a Log Analytics software company, I was daunted by the lingo and intimidated by the breadth of knowledge those around me had on deep technical topics. I had a choice: I could go broad or deep. I chose to go deep and spent a lot of time learning the ins and outs of the product. That depth provided me with the knowledge I needed to define product requirements with confidence, and it also established credibility with both my peers and stakeholders. While I was not someone who could strategize broadly at that time, I was able to delve deeply and become a master of my domain, building trust among the engineering and management teams I was working with.
Finally, it’s important to give yourself grace during this learning process. Truly understanding a new product area, especially a complex one, just takes time. There are rarely shortcuts to becoming a real master; it needs consistent effort, active involvement and being open to learning from both wins and losses. Honesty about your knowledge, or lack thereof, can lead to two simultaneous outcomes. On one hand, it fosters trust; on the other, it might erode confidence in your preparedness. The aim is to achieve the former while skillfully avoiding the latter, as this balance allows for consistent transparency regarding your progress.
