Product management · Hiring

What distinguishes good product managers from great ones?

Lucas Jaz

June 14th, 2015

PMs have a lot of responsibility at a startup, aside from understanding product, would love to hear what - in your experience - distinguishes the good from the great.

Chris Carruth VP/Director. Strategy | Business Development | Operations | Product | Solutions

June 15th, 2015

All good comments. I would like to chime in on the point made regarding being passionate about the product but detached enough to manage successfully. That detachment should extend to the point of being to assess whether the product should continue at all. Being first doesn't mean the product is right, being last doesn't mean you can't thrive by  uncovering a niche not served or salient feature sets others are not offering.

You have to know when to hold 'em and when to fold 'em. Your client/.company should embrace this as well.  When I led a team whose task was to created the product development process, one thing that became clear pretty quickly was that product portfolios were full of overlapping efforts by different business units, as well as legacy products that weren't making money but were still being funded. Being "Agile" should extend to things other than just the SLC...

John Braze Technology Strategist | Business Development | Portfolio Planning | Growth & Investment

June 14th, 2015

Much can be written about the details that go into great product management. The key points can go into a few sentences. A great product manager manages the entire product life-cycle and takes accountability for their product. The great ones understand the details and the big picture of the business, and they understand their customers. The great ones raise their products as they would raise their child.

Steve De Long Learning Faster Than Anyone Else.

June 15th, 2015

Great discussion on Quora.

Balaji Gopalan Co-Founder, MedStack - end-to-end platform for healthcare apps | Product Management Educator, Consultant, Thought Leader

June 15th, 2015

Disclosure:  I'm currently teaching the first Product Management cohort at BrainStation, a multi-location coding school based here in Toronto, Canada.  Though not entirely startup-focused, much of my course content focuses on that context.

Agreed there are lots of answers to this question, and the Quora discussion provides good insights.  Here are a few more points:

  • Product Management itself is subjective, because it isn't an independent role.  Devs, Designers, Financial Analysts, Buyers, even Marketers to a degree, their roles are pretty consistent one company to the next, one product to the next, one industry to the next.  But Product Management is all about managing the internal and external relationships that comprise a business and optimizing the information flow within them to make the business successful.  It's an orchestration role, not a creation role (though creativity is critical to it!)
  • Product Management requires an odd blend of passion and pragmatism.  You need to be passionate, thick-skinned and persistent enough to do anything to make your product successful, but at the same time detached enough to be willing to embrace, evangelize and execute change when necessary.
  • The role is about empowering all the talented people around you to apply their skills towards executing the business.  What information do they need?  When and where do they need to be defended, or convinced to think differently?  As the Product Manager, you bring market, competitive, business and ecosystem insights to the functions that don't have those insights so they understand why what they're doing matters, and how it fits into business strategy.  You also bring an understanding of each function's role relative to others (though this aspect is more relevant in larger companies).  To do this job, you need to understand enough about how they all do their work to give them the insights and information in the right way at the right time - and I strongly believe that while the Engineering relationship is critical, it is only *but one* of several.
  • Product Managers' thirst for knowledge is never-ending.  Be it playing with and understanding the market reaction to and business strategy behind the competition, how each element of the product entices or drives away Users, how the market space may be disrupted by new innovations or how downstream channels are merchandising and positioning the product.
  • The RACI framework is critical to understanding powerful product management.  You may not be responsible for writing or testing the code, designing the UI, managing the sales funnel, or executing the marketing campaign but you are *accountable* for ensuring it's all done with the information and guidance you provide so that the your vision is realized.
In this way, when I managed a large team of Product Managers at BlackBerry at the height of the company's success, I measured their success on how much they had earned a position of leadership with the functional leaders they worked with.  That's the difference.  Product Managers who complain "They won't listen to me and won't do what I say" haven't crossed the line between Good and Great, no matter how Good they may be.

Sure, hard skills are useful - technical acumen, industry knowledge, familiarity with wireframing and project management tools, etc etc.  But these soft skills and attitude are the distinguishing characteristics.


June 15th, 2015

Through my several years of experience of working as a Freelance Product Manager, I would summarize Product Managers Role is covered overall in this three P's, 




and all-together managing them properly creates a successful product. 

Tatsuya Nakagawa VP at Castagra Products (Industrial Coatings)

June 15th, 2015

There are many aspects to this, but the "good and great" can be distinguished by the ability of the product manager to understand the current and future needs of the customer and can satisfy these needs in a profitable way even in the start up phase.