© 2011 Martin Eriksson. Re-use with appropriate attribution.

In a previous article I have talked about management in general. I was explaining my opinion on how management is any activity that creates empowerment. By effect, management as an activity should result in ability, motivation, drive and action. But it is only management if the four results are intertwined by a common goal.

Considering this, how do we apply that definition to product management?

Management creates three forms of empowerment: leadership, vision and expertise.

Help your team (and company) ship the right product to your users (source)

However, I don’t agree very much, but this may be just me and my pride so take it with a grain of salt, with the idea that product managers are “glorified note takers” a la same Josh Elman. I believe that in a good company management is the same type of activity from C-level execs and VPs, to team leaders, what differs are the responsibilities and the required levels of leadership, vision and expertise required for the job.

The best [product] managers are the ones who simply roll up their sleeves and help their team through this journey.

Brackets are mine for concision: ALL managers need to roll up their sleeves!

I write so you feel like you’ve just had an idea. It’s a nice feeling.

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