The PM craft

What product managers actually do. Judgment first, process last. Leadership at every level.

The job description of PM is mostly wrong. Responsiveness is a trap - the responsive PM is the one whose roadmap is not prioritized for impact. PM should probably be slow, the point being to build the right thing, which in practice often means avoiding building the wrong things.

What good PMs actually do is staff work: painstaking synthesis. They ship more because the pace of shipment drives the pace of learning. They don’t argue in doc comments - they let the writing talk. They repeat the strategy until people mock the delivery, because the craft is persuasion. And they understand that the roadmap is a story - it’s how the strategy becomes visible to the people executing it.