In Product Management in Practice, the role of a product manager is portrayed as less about authority and more about responsibility without direct control. What struck me most was his description of the PM as someone who must create clarity in situations where there is often none. During group projects in class, I’ve noticed that when no one knows exactly what the next step should be, the work can stall quickly. There has to be someone to summarize what we know, outline a next step, or ask the uncomfortable question that moves things forward. Reading LeMay’s framing made me realize that this kind of “unblocking” is actually at the heart of product management. Another part I connected with was the idea that “if it needs to get done, it’s your job.” I’ve experienced that same reality during internships, where tasks were sometimes far outside my job description, but stepping in helped the whole team maintain momentum. It can be stressful, though, as it blurs the line between taking initiative and taking on too much. I want to ask LeMay: how do you know when to step back? How do you balance being proactive with not becoming the “product martyr” who burns out by trying to do it all?
I also found the “bad PM archetypes” memorable, especially the jargon jockey. I’ve definitely seen people in team settings hide behind big words rather than admit confusion or ask for help. It makes me wonder what the concrete first steps are for a PM to break out of one of these patterns when they notice themselves falling into it. Is it about building self-awareness, or about having colleagues who are willing to call you out on it? These two chapters left me thinking that product management is less about heroic vision and more about small, steady acts of communication and prioritization.
