What even is a Product Manager
Step 3: Back to basics
While I was in school, it was widely accepted that the first step in providing the right answer to a question right on a test was to first define the concepts contained in the question. The first time I attempted to conceptualise this, I arrived at the problem statement “How do I become a Product Manager?”
To solve this initial problem would have been simple enough; Define who a Product Manager is; Discover what Product Managers do; Learn to do the same things. Lately, however, I have found that this model simply does not satisfy me. Becoming a Product Manager and doing what any Product Manager would do is simply not enough. A couple of days and many google searches later, I felt like I had formulated a much better problem. At least one I was comfortable with; “How do I become a great Product Manager”.
Who is a Product Manager
In line with the time-honoured traditions of my school education, it is easier to define a thing made up of different words by first defining the component words.
Product — An article that is manufactured.
Manager — A person responsible for controlling or administering.
Product Manager — A person responsible for controlling or administering an article that is manufactured.
Product Managers exist at the intersection of the product triangle. The triangle consists of Product design, Product development and Product Marketing. Product Managers must balance these three aspects of the product development process and optimise the strengths and limitations of all three to deliver a product that in the words of Product School, makes the customer “feel awesome”
The intersection of these interests can lead to conflict and in this conflict, it is very likely that the voice that matters the most, the Customer’s, is lost due to its absence in this process. The Product Manager is the missing link that works through the noise and ensures that design goals, business goals, and technical goals are aligned in service of the Customer’s needs
Who is a great Product Manager
Product managers are not necessary for building products, but Great Product Managers help build great products.
In my experience, limited as it is, I have found that a Product Manager must first find the answer to these questions when starting a new project ask a few questions;
- Why does this product exist? (What problem does my product solve?)
- Is this problem strong enough that a customer will use my product to solve it?
- How can I ensure that a customer who uses my product will experience the least amount of frustration possible in solving this problem?
The best Product Managers are able to create products that see strong user approval and exponential revenue growth as a result. Sometimes, they are able to go as far as industry disruption. In order to do this, PMs must have very solid foundations in the core competence of the field. A strong background in PM core competencies is best built through experience and mentoring over years of defining products and iterating on versions. They must be able to prioritise customer feedback and utilise it in adjusting their product approach.
It is important to remember that Product Managers are not People managers. They have no real authority over anybody on the development team. Great PMs must display high levels of emotional intelligence in managing themselves in order to not let their own opinions and biases get ahead of what is good for the customer.
Speaking of experience, I am looking for experienced Product Managers interested in sharing their experience and lessons on getting their first PM role.
