I think the product manager’s job is to be a coach, player, and assistant trainer of a sports team at any given time. Coach: this is the PM being responsible with team management: cross-functional collab, communicating and setting expectations with team members, forming cohesion within the product group. This is also the person who ultimately sets the strategy; before the game (or product launch) the PM needs to know what the end result should be and how to reach the end result (at a detailed level). It wouldn’t make sense for a coach to say “go out there and figure out how to win”. Likewise, it wouldn’t make sense for a coach to say “run up and down as hard as you can until an occasion to score presents itself”. The process, strategy, team formation, and milestones within the game need to be clear ahead of time. That said, like any good coach, a PM should listen to the team players and incorperate their feedback- at the end of the day, they’re the ones playing the game and coach is there to unite and support them. The coach gets to motivate and energize players, but also has a responsibility to raise concern or potentially remove harmful players.
The PM acts as assistant trainer as well: this role is different from head coach, because it concerns closer feedback and contact with team players. The assistant trainer can lead exercises by example and is not afraid to show others how to get things started. Also, the assistant trainer sets up frameworks and equipment for drills, and helps with operations and organizational stuff within the team. This person is typically more approachable and less intimidating than head coach because they don’t need to get on people’s case who underperform, and make the difficult decisions regarding which team members are playing well or not.
The PM as a team player: this role is crucial, and requires the PM recognizing that at heart they are part of the team. Good players help their teammates; they communicate about changes during the game and they run back to help recover from misplays. Moreover, good team players don’t beat down on their teammates, and they recognize that winning or losing is a team result. Good team members are also great communicators- they can explain what’s happening and coordinate with teammates on the field. Finally, good team players are versatile- if someone is running for goal and you can help defend, you don’t stop and say “that’s not my role”. Instead, you adapt and fill in to help the teams needs situationally.
Some questions I have for the author:
- I loved the different PM personality types described: what are some tips for avoiding / recognizing when we are being those?
- How does a PM deal with the role of hiring or firing new team members if something is wrong?
- What is the balance between taking responsibility but also signaling some team members are responsible for slow progress?
