When I started product managing, I quickly came across and fell in love with the Cranky Product Manager blog. It was everything that I had just started to experience as a new PM — the constant fight for attention in the roadmap, the terribly-defined feature requests, the working ridiculously late for reasons I couldn’t really justify for myself. That blog is no longer active, but the feelings are still alive in many of the PMs I talk to around Boston and NYC — and they haven’t really gone away for the most part.
In my five years managing products I’ve learned to separate my work frustrations from my personal life, not burn myself out and communicate better — yet I’m still at the mercy of external forces: stakeholders not being honest about their requirements, teams not communicating with each other, salespeople overpromising to clients, founders falling back to buzzwords, people being lazy.
And you’re ultimately accountable to deal with all that as the product owner.
With all the hyper-positive blogging out there about exciting new products, startups and giant companies doing great things (which I love, don’t get me wrong), it’s worth remembering that in many cases, Product Management is largely a tough, punishing, thankless job, and I’ve found that it’s a little more manageable when you reduce your trust in people just a little bit. This isn’t a bad thing, really — we’re reminded as product builders to test out others’ hypotheses, second-guess user feedback, question assumptions and your options are to blindly follow or question. Both of which lead to a frustrating and/or misanthropic end.
Don’t get me wrong — I love building and managing products, solving challenging problems, and creating awesome user experiences. But I have a little less faith in people as a result of that passion.
(That’s probably why so many PMs end up trying to build their own products instead of building for others. Maybe I should finally try that.)