People who know me professionally know that I’m passionate about Product Management. I truly believe that, done properly, a strong product leader acts as a force multiplier that can help a cross-functional team of great technologies and designers do their best work.
Unfortunately, the job description of a product manager tends to either be overly vague (you are responsible for the product) or overly specific (you write product specifications). Neither, as it turns out, is it effective in helping people become great product managers.
I’ve spent a lot of time trying to figure out a way to communicate the value of a product manager in a way that both transparently tells cross-functional partners what they should expect (or demand) from their product leaders, and also communicates to new product managers what the actual expectations of their job are. Over the years, I reduced that communication to just three sets of…
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