After reading the book, I think that a product manager is less so of a strict role in terms of task but mores a role determined by the important of the person to bridge different teams who have distinct tasks. For instance, as mentioned in the book, product managers can take on a lot of different jobs or tasks depending on the company or the culture or the current need. That means that not all product managers will be doing the exact same general things as would an accountant or a software engineer. However, regardless of a product manager’s tasks, they are always the glue between different areas within a company or area. The product manager is not necessarily an expert in technical, design, or business skills but has a sufficient understanding of all to make sure he can work in all those areas and see how to bring them to together to develop and produce a product. A product manager also has the responsibility to be someone reliable to the company – not just to deliver a product but to build connections with and both ask and take requests. A product manager is a leader but not a dictator; they have to guide the life cycle of a product by communication and collaboration as opposed to authority. A good PM is also flexible – they will do what is best for the company and the user and not hold onto ideas that do not do so. Overall, I think I understand that PM is not a one size fits all job and that’s what makes it so appealing to many different people. At the end of the day it’s about being a good team player, problem solver, and having a growth mindset to develop and produce great products.
Question for author: You talk about all the profiles of a bad product manager. At the same time, oftentimes to grow in your career and raise through the corporate ladder, you must have a certain amount of clear confidence, ambition, and pride in your work. How do you suggest doing so without falling into one of these bad profiles?
