I’ve learned that product management is not about being “the boss,” “building the product yourself,” or “wait[ing] around until somebody tells you what to do.” What surprised me the most is how much of the role comes down to setting boundaries and communicating with people, often without having much formal authority. That lack of direct control makes the job less about commanding and more about influencing, which seems a lot different to how it’s normally portrayed.
It’s also interesting how different the role can look depending on the company. A PM at a small, early-stage startup might be juggling entirely different responsibilities than someone at a mid- or large-sized tech company. That contrast shows just how many hats a PM has to wear, and why the role can’t be neatly defined. I really appreciated Matt’s emphasis on not chasing a single “correct” definition of an “Ambiguously Descriptive Product Role.” Instead, the best approach is to ask a lot of questions and learn by engaging directly with the work. On paper, PM might look like a carefully planned and orchestrated process, but in reality it’s often a hot mess where success depends on your ability to make sense of the nonsense. People who thrive in this space are the ones who enjoy variety, don’t need rigid structures or constant feedback, and are comfortable navigating people-facing challenges.
Another part of the reading that stood out to me was the focus on the different “bad product manager” archetypes. From the Jargon Jockey to the Hero to the Product Martyr, it was interesting (and a little unsettling) to see how much these patterns stem from insecurity. The description of PM as a “brutal and relentless trigger for insecurity,” capable of “bringing out the worst in all of us,” felt very honest. That framing made me realize that mindset and self-awareness are just as important as skills and processes in this career.
Reading all of this left me with a few big questions for Matt. What are some practical ways to address insecurity in product management and avoid falling into those “bad PM” patterns? Are there particular people who have really excelled as PMs, and what qualities defined their success? For someone just starting out, what advice would you give for becoming more comfortable with ambiguity? How does a PM incentivize people outside their immediate team to collaborate and what does that look like?
What I’m taking away is that product management is less about control and more about BS-ing with confidence. not to be told what to do but to figure it out yourself.
