Chapter 1: The CEO Analogy

Fifteen years ago, Ben Horowitz famously articulated in his memo, “Good Product Manager/Bad Product Manager,” the notion that “a good product manager is the CEO of the product.” While there's merit to this perspective, the challenge arises when product managers misinterpret this analogy, leading them to behave as if there's a universal definition of what a CEO embodies—often overlooking the nuance that there are both effective and ineffective CEOs.

When we hear the term "CEO," we typically envision power and authority. However, our past experiences shape our understanding—some of us have witnessed outstanding leaders, while others have encountered poor ones. Personally, I find this analogy problematic, and I would like to outline three significant issues I observe with it. Finally, I'll share a title I prefer when reflecting on my role as a Product Manager: “servant leader.”

Section 1.1: The Blame Game

A detrimental CEO often takes credit for successes while shifting blame onto others when things go awry. This leadership pitfall is common among various leaders, not just CEOs. For instance, when a product excels, it’s attributed to their exceptional leadership, but when failures occur, the fault lies with the engineers who supposedly can't deliver clean code.

A competent CEO—and by extension, a competent product manager—does the opposite. When facing setbacks, they should take responsibility and address any negative feedback while collaborating with the team to find solutions. It is crucial to manage criticism discreetly and foster a culture of teamwork aimed at preventing similar issues in the future. Recognizing that everyone has potential, it is vital to avoid demoralizing team members for their mistakes. Instead, when successes occur, share the spotlight with the team, whether through a simple email or a more elaborate celebration, to boost morale and enhance future launches.

Section 1.2: Listening to the Team

A flawed CEO assumes they possess the best ideas in the room. I must admit, I once held this belief. In meetings with engineers and stakeholders discussing upcoming features, I often spoke at them rather than engaging in dialogue.

However, once I began to genuinely listen, I quickly realized the wealth of valuable insights from my team—engineers, designers, and even new client success representatives brought forth innovative ideas I had overlooked. A good product manager prioritizes listening over talking, taking notes, and asking follow-up questions. I found that organizing “innovation sessions” or “kickoff” meetings before launching into a new feature was beneficial. By preparing a document outlining the problem and potential solutions, I opened the floor for discussion, leading to significant improvements in my initial plans.

Chapter 2: The Role of a Servant Leader

A poor CEO often expects others to do the heavy lifting. While this may be less common in startups, it still surfaces in various managerial roles. Although leaders do not bear the same responsibilities as their team members, they can either pitch in to alleviate a team member’s workload or place demands on them without consideration.

A good product manager fights the urge to delegate without understanding the workload. They take the initiative to assist where possible—be it diving into data analysis or creating mockups—prioritizing collaboration over mere oversight. This approach not only builds a stronger team dynamic but also fosters a culture of support and shared responsibility.

The title I advocate for is “servant leader.” While it may lack the allure of “CEO,” it more accurately reflects the essence of the role. Product managers must make critical decisions and wield a significant amount of authority, but their primary function is to serve the multitude of teams and individuals around them.

They cater to customers by delivering optimal solutions to their most pressing issues, generate value for the business, and support their product team by fostering skill development and utilizing their talents effectively. While you may not need to showcase this on your LinkedIn profile, keeping it in mind can help maintain focus on what truly matters.

If you choose to identify as a CEO, that’s fine—but ensure you prefix it with ‘good.’

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