Nobody likes a know-it-all, who is essentially a person that behaves as though they know everything.
Product Managers have to interact with a lot of stakeholders over the course of their days, and it is a natural tendency to move towards being a know-it-all.
This will bring in a myopic viewpoint and closes the product manager off for new ideas and new insights. These are the product managers who tend to disregard feedback (both from customers and from peers), lose sight of the larger picture and end up building things that nobody really wants.
Instead, as Reid Hoffman suggests, an approach of being a learn-it-all is a much better one to take. As this puts product managers in a position where they want to learn everything. Such PMs are a lot more open to feedback, to brainstorming new ideas, to admit when their assumptions are invalidated, and so on.
Even outside the realm of product management, the approach of being a learn-it-all is a lot more advantageous.
Product Managers have to interact with a lot of stakeholders over the course of their days, and it is a natural tendency to move towards being a know-it-all.
This will bring in a myopic viewpoint and closes the product manager off for new ideas and new insights. These are the product managers who tend to disregard feedback (both from customers and from peers), lose sight of the larger picture and end up building things that nobody really wants.
Instead, as Reid Hoffman suggests, an approach of being a learn-it-all is a much better one to take. As this puts product managers in a position where they want to learn everything. Such PMs are a lot more open to feedback, to brainstorming new ideas, to admit when their assumptions are invalidated, and so on.
Even outside the realm of product management, the approach of being a learn-it-all is a lot more advantageous.
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