Thinking at 35,000 feet, executing at ground zero — the product manager’s challenge
As a product manager, you’ve got two core responsibilities — setting a vision & strategy that looks far beyond where your product is today, and executing that strategy one building block at a time. Sometimes the two mindsets can heavily conflict with each other.
Focusing only on the 35,000 feet view will lead to a lack of execution, and focusing only on ground zero will lead to a lack of innovation. How do we jump between the two?
Great product managers are built from two profiles merged into one. The visionary attempting to change the world with their products, combined with the analytical organiser focussed on delivery and execution above all else. Too much of either isn’t healthy.
The visionary inside every good product manager is desperate to think big, to push limits, to challenge the impossible. Grounding this mindset isn’t productive and nearly always isn’t well received. Without the visionary thinking, we couldn’t drive innovation or build products that customers love. The visionary is a passionate optimist.
However, the visionary can be scattered and erratic. The analytical organiser thinks about today and obsesses over the details — realism is key here. They use data to drive decisions, calculating each move carefully, using this to drive engineering decisions with clear deliverables. They’re a ruthless prioritiser. Simply, they get shit done.
To most, the two don’t seem like compatible personalities whereas, to a product manager, jumping between the two can be an hourly activity. Balancing this is a key differentiator between being a delivery manager and being a product manager.
The role of the product manager is entirely cross functional. Many refer to them as the “mini CEO” for this reason. You’ve got to manage a team of engineers and designers, the strategy & vision, commercialisation of the product… all at the same time as interfacing with marketing and sales to promote & sell your product and close the feedback loop between the customer and yourself.
I’ve heard someone describe product managers as generalists with laser focus, and I agree. Coordination and organisation are two powerful tools in the product manager’s tool belt that complement the ability to strategise and evangelise. The end result of this generalist ability to unite a cross functional team without expertise in any area, combined with the strategic and analytical mindset, is really powerful.
Ultimately, great products come from great teams lead by great product managers. As product manager you’re an enabler, a creator, an organiser, an advocate, a delivery maniac, and the person pushing the limits. Your job isn’t just about thinking of amazing innovations or life changing functionality, you’re there to help and lead the team to success. You’re going to do a lot of juggling and context switching, but your ability to do this is what makes you right for the job. Great product managers live for it.
That’s the end of my ramble for today! If this sounds super exciting why not checkout this awesome company I work for and apply @ careers.truelayer.com?
