The decisions PMs make are the ones that unblock their team so they can continue to build. They don’t need to make every decision, but they are responsible for ensuring a decision gets made — whether by them, their team, or their stakeholders. Product managers are the hedge against indecision.
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Become a product manager if you are fulfilled by:
Product intuition is a skill: it is the observation of human behavior, trained by data, and applied to software.
Executing well is like captaining a tight, smooth-sailing ship. You need to make sure that everyone knows what they need to do and then does it, that the crew hums together in unison, [and] that you estimated the journey well enough to have packed ample supplies.
Do not become a product manager if you are primarily fulfilled by
The throughput funnel for a team is a function of velocity, success rate and average impact:
Product Managers (PM) are responsible for the growth of the product from the start. If the product fails, the PM takes full responsibility. To ensure a successful outcome, PMs need to spend a lot of time with their product to make it valuable for its users.
When you deal with a crisis, you need managers and employees that can think on their feet and act fast without first looking for an instruction manual. It means that you need skilled improvisers.
Capable improvisers will steer their companies through crises, paradigm shifts, technological breakthroughs and environmental disasters. But employee training programs seldom focus on becoming better improvisers, and hiring teams don't often screen for improvisation skills.
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