My thoughts on product management: From my years in the trenches
I’ve been reflecting on my many years in the capacity of a product-oriented resource, for lack of a common term. I’ve worn many hats along the product continuum, so I feel compelled to write down some thoughts. I really do not like calling myself a product manager, but organizations have sorta dragged me into that box.
I see how product management has been “professionalized” and “methodology-ized” (are those even words?) over the last few years and I feel that it has been been overly (or overtly) used to commercialize new and better certifications and programs that are often upsold at high rates (I’m talking to you Pragmatic and Product School!). You see, in the “before-times”, it was a role one played to get sh*t done and out the door for your clients or business partners. Titles and formal methodologies rarely meant a thing to be honest! If you could manage spinning hundreds of plates and had a pleasant way of engaging with stakeholders, you were often tagged to take it on.
You see, product management isn’t about being the loudest voice in the room or forcing decisions onto a team. It’s about formal and informal leadership, collaboration, and making thoughtful choices that balance business goals, user needs, and team input. It is about prioritizing listening over talking (even though this is hard for many to learn). It is also knowing where you need to learn more and knowing when to cut it off, move forward, and make a hard decision.
This cannot be overstated, but one of the more important things a product manager can do is build real connections with the people they work with, both internally and externally. That means taking time to understand their concerns, motivations, and expertise. Strategy isn’t just about roadmaps and feature prioritization — it’s also about knowing your clients, team and stakeholders as people. If you have the personality of a lamp (bright but not great to have a conversation with), you will make everyone’s life around you more difficult. You also don’t want to have the personality that is so off-putting that you are the dreaded PM leading a project. Personality is important is all that I can say here. Have some humility and it will take you a long way, even though some will see it as a weakness, that is their problem, not yours. Being more human is a power, not a weakness.
It’s also easy to get lost in product management jargon and frameworks, but at the end of the day, common sense goes a long way. Fancy terminology won’t replace good instincts, practical decision-making, and the ability to listen. Be yourself. There’s no single way to be a great product manager, and trying to fit a mold often does more harm than good. Be careful following product methodologies so closely that you can’t synthesize the data for yourself. Be willing to read between the lines and confidently say why the data may not be the best for a given strategic initiative. It’s also ok to not have all the data you need to make an decision. Remember, you are the PM for a reason.
Another thing to keep in mind: product management is a journey, not a destination. There’s always something new to learn, and no one has all the answers, not even your CPO or product VP. The best product managers stay curious and adaptable, knowing that growth comes from experience and reflection. Trust your instincts, but also know how to explain them clearly when called to. Don’t just say, “cause I said so”.
Seeking consensus is valuable. You won’t always make everyone happy, but taking the time to hear different perspectives leads to better decisions. People appreciate when they feel heard, even if they don’t get their way. This especially true if you approach discussions and engagements with purpose and clarity, as well as with a lot of humility!
Know that some stakeholders may withhold information purposefully or use expert knowledge as a weapon to make you feel less important or less capable. Trust everyone, but trust no one at the same time. Find your detractors and hold them close, maybe closer than your partners at the organization. Understand their history and who their connections are so that you can introduce yourself to them and create relationships you didn’t even know you needed. Understand it is those people who can help manage and deflect those stakeholders that are challenging you. It sounds petty, but it is a strategy I have found works well. I call this “strategic stakeholder engagement”.
Most of all, enjoy the process. Don’t take everything so seriously that you forget to have fun along the way. Also, don’t feel that knowing every defined product methodology is going to make you a good product manager. I think the act of taking on product roles and learning the hard way is going to get you much further. Experience counts…wisdom is power. The best product managers bring not just skill and strategy to the table, but also authenticity and a willingness to embrace the ride.
