Before this reading, I didn’t have a clear understanding of what product managers actually do. If asked, I probably would’ve said they handle everything that isn’t covered by UX designers, software engineers, or other team members to ensure smooth product delivery. After reading LeMay’s description, I realize I wasn’t too far off, but his definition was more flexible than I expected. I understand that the role is inherently fluid, with responsibilities that can be ambiguous. I didn’t know that product managers are predominantly left to figure what they need to do themselves. LeMay outlines how this brings us at risk of embodying a few outlined stereotypes of bad product managers.
Like mentioned in the reading, the distinction between product roles and the product manager can be unclear and varies by company. One way to define a product manager is as the person who connects all the different people involved to bring the product together. What stood out to me was that, as a product manager, you have the opportunity to help others perform at their best while fostering a sense of trust and community within the company.
After this reading, many questions for the author came up. What is the primary way you receive validation or direct feedback on your work, aside from the product’s success after completion? Are there key signs or tension points that indicate you’re not performing well and need to pivot? Is it mainly about staying in constant communication with everyone and ensuring productivity and satisfaction across the team?
