The Unglamorous Reality of Product Management: Debunking Myths and Setting Expectations

The Perception vs. Reality of Product Management

Product management is often portrayed as one of the most desirable roles in the tech industry. Many aspiring professionals are drawn to the field with visions of autonomy, responsibility, and the allure of being the "CEO of the product." However, the reality of product management is far less glamorous than most people imagine.

The Minority Experience

The perception of product management as a role filled with strategic decision-making, presenting groundbreaking ideas, and leading from the front is, in fact, the minority experience. Only a small percentage of product managers, perhaps 10% or less, actually get to engage in high-level strategy work and present their products on stage.

For example, at a recent Stripe event, the Chief Product Officer presented numerous product initiatives. However, behind the scenes, there were likely hundreds of product people who contributed to those initiatives but weren't even present at the event.

The Instagram-ification of Product Management

Part of the problem stems from what some industry experts call the "Instagram-ification" of product management. Social media and certain industry narratives have created an idealized version of the role that doesn't align with the day-to-day experiences of most product managers.

The Unglamorous Reality

For the majority of product managers, the job is often:

• Arduous: It can be mentally and emotionally draining.
• Grating: Dealing with conflicting priorities and stakeholders can be frustrating.
• Wear and tear: The constant pressure and responsibility can take a toll over time.

The True Nature of Product Management Work

Behind-the-Scenes Efforts

Much of a product manager's work happens behind the scenes and is often invisible to others. A typical day might involve:

• Facilitating 15 conversations with 10 different people from 4 different teams
• Attempting to align various stakeholders on a single page
• Solving problems that aren't immediately tangible or measurable

This type of work, while crucial, often goes unrecognized and can leave product managers feeling like they haven't accomplished anything concrete at the end of the day.

Balancing Competing Interests

Product managers frequently find themselves in the position of balancing competing interests from different teams. This requires diplomatic skills and the ability to navigate complex organizational dynamics.

Responsibility Without Authority

One of the most challenging aspects of product management is that product managers often have significant responsibility but less authority than they might expect. The notion of being the "CEO of the product" is a myth that quickly gets dispelled in real-world scenarios.

In reality, product managers must answer to:

• Actual CEOs
• Executive leadership
• Venture capitalists (in startups)
• Large funds pushing the company forward

Difficulty in Measuring Impact

Unlike some other roles where success can be easily quantified, product management work is often difficult to attribute directly to specific outcomes. Much of the value a product manager adds comes from:

• Facilitating conversations
• Solving complex problems
• Enabling other teams to work more effectively

These contributions, while valuable, are not always easy to measure or demonstrate in concrete terms.

The Disconnect Between Customer-Facing and Internal Work

Platform and Internal Tool Product Managers

Many product managers work on internal tools, platforms, or back-office systems that end users never directly interact with. This can lead to a feeling of disconnection from the customer and make it challenging to see the direct impact of their work.

Making Peace with Invisible Work

Product managers in these roles need to find ways to make peace with the fact that their work may not be directly visible to end users. Some strategies for this include:

1. Understanding your role as an enabler: Recognize that your work allows others to deliver value to customers.
2. Measuring success differently: Focus on metrics like problems unblocked, progress on the roadmap, and team satisfaction.
3. Effective internal communication: Clearly articulate the value you're adding to internal stakeholders.

Redefining Success Metrics

For product managers not directly interacting with customers, success should be measured by factors such as:

• Progress on the product roadmap
• Efficiency of the development process
• Team happiness and productivity
• Ability to unblock issues and solve problems

The Importance of Setting Realistic Expectations

Addressing the Glamorization of Product Management

The tech industry has, in many ways, glamorized product management roles. This has led to unrealistic expectations among those entering the field. It's crucial to address this misconception and provide a more accurate picture of what the role entails.

What Most Product Managers Actually Do

The reality for most product managers includes:

• Lots of meetings and coordination
• Dealing with ambiguity and uncertainty
• Managing stakeholder expectations
• Doing detailed, sometimes tedious work
• Facing setbacks and failures

The Long Road to Strategic Roles

Many people enter product management with the expectation that they'll immediately be driving strategy and making high-level decisions. In reality, it often takes years of experience before a product manager reaches that level of influence and responsibility.

Comparing Product Management to Other Roles

Universal Career Concerns

It's worth noting that many of the concerns product managers face are not unique to the role. Professionals in marketing, sales, customer success, and other functions also grapple with questions about their purpose and the value they're adding.

The Relative Immaturity of Product Management

However, product management as a discipline is relatively new compared to many other business functions. This newness contributes to some of the role's challenges:

• Less clearly defined career paths
• Varying expectations across different companies
• Misconceptions about the skills and knowledge required

Misconceptions About Technical and Domain Knowledge

There's often a misconception that product managers need to be highly technical or have deep domain expertise. While these can be valuable, they're not always necessary, especially at the entry-level.

Advice for Aspiring Product Managers

Adjust Your Expectations

If you're considering a career in product management, it's crucial to adjust your expectations:

• Don't expect to be driving major strategic decisions right away
• Be prepared for a lot of behind-the-scenes work that may go unrecognized
• Understand that the "glamorous" parts of the job are often reserved for senior roles

Focus on Value, Not Glamour

Instead of seeking glamour or recognition, focus on:

• Delivering value to users and the business
• Developing your skills in communication, problem-solving, and leadership
• Building strong relationships across the organization

Consider Alternative Paths

If your primary motivation for entering product management is to have control over product direction and strategy, consider:

• Starting your own product or company
• Working on side projects to gain hands-on experience
• Exploring other roles that might align better with your goals

The Future of Product Management

Evolving Perceptions

As the field of product management matures, it's likely that perceptions will become more aligned with reality. This could lead to:

• More realistic job descriptions and expectations
• Better preparation for those entering the field
• A greater appreciation for the less visible aspects of the role

Potential Changes in the Role

The role of product management may continue to evolve, potentially leading to:

• More specialized product management roles
• Greater integration with other business functions
• New tools and methodologies for measuring product management impact

Conclusion

Product management is a challenging, often unglamorous role that plays a crucial part in the success of many organizations. While it may not always live up to the hype, it offers unique opportunities to influence product direction, solve complex problems, and work across various parts of a business.

For those considering a career in product management, it's essential to approach the role with realistic expectations and a willingness to engage in the less visible, but equally important, aspects of the job. By focusing on delivering value and developing a broad set of skills, product managers can find satisfaction and success in this dynamic and evolving field.

Ultimately, the true measure of a product manager's success isn't in the glamour or recognition they receive, but in the value they create for users, their team, and the business as a whole.

Article created from: https://www.youtube.com/watch?v=TJDLfK3m2Cs