Reflection on Product Management in Practice
Reading the Preface and Chapter One of Matt LeMay’s Product Management in Practice changed how I think about product management. I had always pictured it as a structured role, with clear frameworks and a roadmap you could lean on. Instead, what came through is that the job is far less tidy and far more human. It isn’t about memorizing a playbook—it’s about stepping into uncertainty and creating clarity for yourself and for everyone else.
The moment that stuck with me was LeMay’s first day on the job. He asked his boss for the roadmap and goals, and the answer he got was: “You’re smart… figure it out.” That single line captured the role in a way no lecture or framework could. A PM doesn’t receive answers neatly packaged; they’re expected to find them, and often to define the questions in the first place. Agile ceremonies and “best practices” might give you structure, but in practice there’s no script.
One theme that came through strongly was ambiguity. A veteran PM in the book even said that learning to live with ambiguity is half the battle. I can see why. If something important gets overlooked, the PM doesn’t get to say “that’s not my job.” They have to notice, step in, and deal with it. The work is less about ticking boxes and more about keeping things moving, even when the path isn’t clear.
Another shift in perspective for me was realizing just how much the role centers on people. PMs spend less time “building” and more time listening, translating, and connecting dots. They sit in the middle—between engineers and designers, users and the business, short-term tasks and long-term strategy. And since they don’t have direct authority over most of the people they rely on, influence comes from trust, clarity, and communication. That’s harder than simply giving orders, but it’s also what makes the role impactful.
I also liked how the book pushes back on the “mini-CEO” myth. A PM isn’t in charge in that sense, and success doesn’t come from commanding others. It comes from creating the conditions for others to succeed—facilitating conversations, clearing roadblocks, and helping people stay aligned. The impact is real, but it’s rooted in influence rather than authority.
Taken together, these chapters gave me a more grounded picture of product management. It isn’t a polished process you can diagram. It’s empathy, communication, and problem-solving under messy conditions. The PM may not be the hero of the story, but they’re the one who helps everyone else play their role well. That feels daunting—but also energizing.
Questions for the Author
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How do you balance the need to create clarity with the reality that things are often still messy?
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What’s the quickest way you’ve found to build trust when joining a new team?
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With the way the field is evolving, where do you see the PM role in the next five years?
