![\"\"](\"https:\/\/railsware.com\/blog\/wp-content\/uploads\/2025\/03\/How-to-grow-as-a-product-manager_image-1024x538.jpg\")
<\/figure>\n\n\n\nWhat Makes a Product Manager?<\/h1>\n\n\n\n
How would you explain who the product manager is? Well, maybe let\u2019s start with who they aren\u2019t.<\/p>\n\n\n\n
- \n
- First off, a PdM is not just a manager who oversees people.<\/li>\n<\/ol>\n\n\n\n
If you\u2019re picturing yourself leading a team from day one, think again. For a long time\u2014especially in the beginning\u2014you\u2019ll be an individual contributor (IC), rolling up your sleeves and getting things done yourself. <\/p>\n\n\n\n
- \n
- Managers, on the other hand, achieve their goals by guiding others. <\/li>\n<\/ol>\n\n\n\n
This difference matters. While some PdMs eventually move into managers roles, it\u2019s not a must. In fact, plenty of successful PdMs stay in IC roles because that\u2019s what they enjoy most. Climbing the career ladder isn\u2019t the only way to grow<\/a>.<\/p>\n\n\n\n
- \n
- There\u2019s no universal definition of a PdM. And that\u2019s what makes this field so interesting and weird at the same time. <\/li>\n<\/ol>\n\n\n\n
Ask ten companies what a product manager does, and you\u2019ll probably get eleven different answers. Even within the same business, people often don\u2019t agree on the exact role description. It all depends on:<\/p>\n\n\n\n
- \n
- the company\u2019s size;<\/li>\n\n\n\n
- its industry;<\/li>\n\n\n\n
- location; <\/li>\n\n\n\n
- growth stage, etc. <\/li>\n<\/ul>\n\n\n\n
Being a PdM at a fast-moving startup is an entirely different game than working at a mature enterprise.<\/p>\n\n\n\n
So, when things feel a bit unclear, I recommend using the following scheme to define your role and understand what\u2019s expected of you in these positions:<\/p>\n\n\n\n
![\"\"](\"https:\/\/railsware.com\/blog\/wp-content\/uploads\/2025\/03\/\u0417\u043d\u0456\u043c\u043e\u043a-\u0435\u043a\u0440\u0430\u043d\u0430-2025-03-31-\u043e-13.54.06-1024x1024.png\")
<\/figure>\n\n\n\nOn average, transitioning between these roles takes about three years per step. But here\u2019s the catch: Moving beyond Senior PdM into leadership roles\u2014like Group PdM, Product Lead, or Principal PdM\u2014can take much longer.<\/p>\n\n\n\n
Let\u2019s be real: Time alone won\u2019t cut it. The jump from an individual contributor (IC) to a manager role isn\u2019t just about how many years you\u2019ve worked\u2014it\u2019s about developing your skills, shifting your mindset, and learning on the fly.<\/p>\n\n\n\n
Here\u2019s a quick peek at the core skills you\u2019ll need to carry in mind:<\/p>\n\n\n\n
Skills You Need as a Product Manager<\/h1>\n\n\n\n
If you\u2019re reading this, you\u2019re already familiar with the distinction between soft and hard skills, but I like to break it down a little differently: high-level skills and day-to-day practices.<\/p>\n\n\n\n
The last means the small actions you take every day that shape your large-scale, more strategic abilities. Take communication, for example\u2014that\u2019s a high-level skill. But writing follow-up emails is a day-to-day practice that helps you improve it.<\/p>\n\n\n\n
Why does this matter?<\/p>\n\n\n\n
Through teaching and mentoring product managers, I\u2019ve noticed a common challenge: high-level skills are too broad to improve directly. People often get stuck because they\u2019re unsure what needs work or how to progress. <\/p>\n\n\n\n
Tip:<\/em> Break down those big skills into clear, measurable practices\u2014small, actionable steps that lead to real improvement. And it\u2019s not only about you! Spot specific weaknesses (or blocks for improvements) of others to share correct feedback. It may significantly help you build an outstanding team around you.\u00a0<\/p>\n\n\n\n
In my mind, product management can be boiled down to a few primary skills for PdMs:<\/p>\n\n\n\n
- \n
- Read minds<\/em> to know your customers;<\/li>\n\n\n\n
- Bewitch money<\/em> to build a business, not a charity;<\/li>\n\n\n\n
- Foresee the future<\/em> to make the right decisions;<\/li>\n\n\n\n
- Practice the voice<\/em> to manage stakeholders.<\/li>\n<\/ol>\n\n\n\n
Let\u2019s take a closer look at them.<\/p>\n\n\n\n
Read Minds to Know Your Customers<\/h2>\n\n\n\n
As product managers, we build products for people. For that, we need to understand their needs, problems, desires, and frustrations. It\u2019s not only about crunching numbers, though, insights from analytics can be valuable.\u00a0<\/p>\n\n\n\n
While quantitative research can show where issues exist, it doesn\u2019t tell us why. That\u2019s where customer interviews help uncover the real problems behind the numbers.<\/p>\n\n\n\n
Imagine your team spends a year fixing something that wasn\u2019t actually an issue. In the end, it turns out to be a waste of time, effort, and resources. That\u2019s why correctly identifying a problem is just as valuable as solving it.<\/p>\n\n\n\n
It may sound complicated, but you don\u2019t need to be an expert in R or Python to perform an AAA-class analysis. What matters more is your ability to ask the right questions\u2014to dig deeper, challenge assumptions, and truly get into the mindset of your customers.<\/p>\n\n\n\n
But here\u2019s the thing\u2014no universal \u201cbest\u201d skill set exists. What works best depends on your team, project, and specific situation. The tricky part? No one knows your exact situation better than you (except maybe your therapist or mentor).<\/p>\n\n\n\n
In upcoming articles, I\u2019ll break down the key useful practices needed at different levels of a product management career to master this skill.<\/p>\n\n\n\n
Bewitch money to build a business, not charity<\/h2>\n\n\n\n
You\u2019ve probably heard the phrase \u201cbe customer-obsessed\u201d a million times. It\u2019s everywhere. And to be fair, it makes sense\u2014focusing on customers is way better than making decisions based on one person\u2019s gut feeling or the loudest voice in the room (a.k.a. the HiPPO\u2014Highest Paid Person\u2019s Opinion).<\/p>\n\n\n\n
But can you be customer-obsessed and still be focused on making money?<\/p>\n\n\n\n
The simple answer is yes. I know a founder who lives by the \u201ccustomer obsession\u201d mantra. Yet, he always makes decisions based on revenue-related metrics. At first, I thought this was hypocrisy\u2014the ideal example from a textbook. However, the more I observed the founder, the clearer it became.<\/p>\n\n\n\n
To explain, we need psychology. We all have beliefs that shape how we think:<\/p>\n\n\n\n
- \n
- Conscious beliefs \u2013 What we actively think and say we believe.<\/li>\n\n\n\n
- Unconscious beliefs \u2013 The deep, automatic assumptions that actually drive our decisions.<\/li>\n<\/ol>\n\n\n\n
For this founder, \u201cCustomer obsession is key\u201d was a conscious belief. But the real trick was in the unconscious belief:<\/p>\n\n\n\n
If people aren\u2019t willing to pay for something, it doesn\u2019t bring real value.<\/em><\/p>\n\n\n\n
That\u2019s why, in his mind, \u201cbringing more value to customers\u201d and \u201cmaking more revenue\u201d were actually the same thing.<\/p>\n\n\n\n
Don\u2019t get me wrong\u2014I\u2019m not here to change your beliefs. Or am I?:)<\/p>\n\n\n\n
I just want to make sure that coins, revenue, and money are always somewhere in your product-thinking process. Here\u2019s another way to look at it:<\/p>\n\n\n\n
- \n
- A company has to make money to keep delivering value to customers<\/em><\/li>\n\n\n\n
- Bankrupt businesses don\u2019t help anyone.<\/em><\/li>\n<\/ul>\n\n\n\n
Think about it\u2014money isn\u2019t just some cold business metric. It\u2019s the fuel that lets you keep solving problems, building great products, and making an impact. Without it, even the best ideas stay just that\u2014ideas.<\/p>\n\n\n\n
Foresee the future to make the right decisions<\/h2>\n\n\n\n
If there\u2019s one thing that stays constant throughout your entire product management career, it\u2019s making decisions.<\/p>\n\n\n\n
Whether it\u2019s scoping a feature, prioritizing the backlog, or setting a strategic direction, decisions are everywhere. But let\u2019s be honest\u2014can we even call it decision-making<\/em> when we follow the RICE framework <\/a>and take the top-priority task into work? You rank, you sort, you pick the next thing. It\u2019s not a big deal. Everything is clear, and everyone agrees with it. I would not call it a decision.<\/p>\n\n\n\n
What\u2019s the decision then? <\/p>\n\n\n\n
Real decisions happen when dealing with uncertainty, conflicting opinions, and incomplete data. When stakeholders pull in different directions, your gut is telling you something else entirely.<\/p>\n\n\n\n
I remember a time when we decided to display user names on our website as a form of social proof. Legally, it was fine\u2014just a first name, nothing personally identifiable. But then, the backlash hit. Some customers were unhappy\u2014significantly less than a third, if you want numbers. At the same time, our key metric shot up after running an A\/B test.<\/p>\n\n\n\n
The leadership team was split:<\/p>\n\n\n\n
- \n
- We should follow the target metric increase if it doesn\u2019t break a law<\/li>\n\n\n\n
- We should care about reputation, even if it slows down our growth<\/li>\n<\/ul>\n\n\n\n
This is a real decision \u2013 when there\u2019s no \u201cright\u201d answer.<\/p>\n\n\n\n
One of the lessons learned:<\/em> most of the time, you\u2019re not the one actually making the decision. In fact, in many cases, there isn\u2019t a single person who has to decide.<\/p>\n\n\n\n
Our job is to facilitate decisions. We gather insights, conduct research, analyze data, list pros and cons, run meetings, and present different viewpoints. We make sure the decision happens.<\/p>\n\n\n\n
However, even if the final call isn\u2019t yours, you should have a clear stance\u2014a personal decision, a starting point. Because, in the end, decision-making often turns into stakeholder persuasion. You need to know how to promote your vision and serve the decision-making process.<\/p>\n\n\n\n
There are plenty of frameworks to help with this. When you\u2019re just starting out, they\u2019re incredibly useful. And as decisions get more complex, good frameworks become even more valuable. (Don\u2019t worry, we\u2019ll get into those later.)<\/p>\n\n\n\n
But here\u2019s the last thing you need to know: There are only two types of decisions\u2014those that were made, and those that weren\u2019t.<\/p>\n\n\n\n
The best product managers I\u2019ve worked with don\u2019t just make good decisions. They make them at the right speed. Move too fast, and you risk missing critical information. Move too slowly, and opportunities disappear.<\/p>\n\n\n\n
At the end of the day, the best decision is the one that gets made.<\/p>\n\n\n\n
Practice voice to manage stakeholders<\/h2>\n\n\n\n
Let\u2019s be honest\u2014not every product manager loves this part. Some avoid it, while others master it and build their entire career on it. And here\u2019s why: you\u2019re not on an island. You can\u2019t do everything alone. No matter how good your ideas are, you need other people to make them happen.<\/p>\n\n\n\n
Call it stakeholder management if you want to sound fancy, but at its core, it\u2019s about building relationships and getting things done through people\u2014even when they don\u2019t report to you.<\/p>\n\n\n\n
I once led the launch of a new product, working with over 70 people across different teams. And I wasn\u2019t their manager. As a product manager, you don\u2019t \u201cmanage\u201d the legal, marketing, or engineering teams. But you do need them all to succeed.<\/p>\n\n\n\n
So, how do you convince people to prioritize your project? I wish I could tell you it\u2019s easy. However, it\u2019s one of the hardest parts of the job:<\/p>\n\n\n\n
- \n
- Some people think your project is a waste of resources.<\/li>\n\n\n\n
- Some genuinely want to help but don\u2019t have time.<\/li>\n\n\n\n
- Others are about to go on vacation.<\/li>\n\n\n\n
- And many more excuses\u2026<\/li>\n<\/ul>\n\n\n\n
That\u2019s why you need to masterblackmail<\/s>, sales, negotiation, making deals and leadership.<\/p>\n\n\n\nA crucial tip about communication? What you say isn\u2019t always what people hear\u2014and vice versa. Few phrases are more frustrating than \u201cThat\u2019s not what I meant\u201d or \u201cThat\u2019s not what I wanted to say.\u201d My best approach is a simple comprehension check: \u201cDo I understand you correctly\u2026?\u201d Then, I repeat what I understood and let the other person clarify. Follow-up emails and meeting notes serve the same purpose\u2014they ensure alignment and prevent misunderstandings.<\/p>\n\n\n\n
Another key aspect of communication is knowing what to say, when to do it, and who should say it. Think back to childhood\u2014you instinctively knew the right time to ask your mom for candy or when to convince your younger sibling to stand for you. The higher your position, the more weight your words carry.<\/p>\n\n\n\n
Here is an excellent example of communication rules for feedback. The exceptional art is to deliver bad news. Yes, to me, it\u2019s more of an art than a skill. <\/p>\n\n\n\n
Note a tip, and let\u2019s move on<\/h1>\n\n\n\n
Growth in product management isn\u2019t a straight path. However, you can (and should) master it. My vision of the learning trajectory in this and the following articles will help you see how you should be evolving and adapting to new challenges, opportunities and changes. <\/p>\n\n\n\n
For now, please note somewhere an approach to growing skills in product management that I would recommend focusing on and working on more detail in the next parts:<\/p>\n\n\n\n
- \n
- Define high-level skills that are critical for success.<\/li>\n\n\n\n
- Break them down into day-to-day practices (small, specific skills).<\/li>\n\n\n\n
- Find a solution for each of these small skills\u2014a way to practice and improve it. This could be through online courses, books, mentors, or hands-on experience.<\/li>\n<\/ul>\n\n\n\n
\n \n![\"\"](\"https:\/\/railsware.com\/blog\/wp-content\/uploads\/2025\/03\/gudkovsa-180x180.jpg\")
<\/div>\n\n \n Article by<\/span>\n \n Sergii Gudkov <\/span>\n\n Sergii is a Product Lead with over 15 years of experience in software development and marketing. He believes that while there\u2019s no one-size-fits-all approach to product management, it’s essential to share the skills, lessons learned, and successes gained from real-world cases. His Linkedin<\/a> <\/div>\n \n <\/div>\n<\/section>","protected":false},"excerpt":{"rendered":"Building a career in product management can feel like throwing darts in the dark\u2014guessing, hoping, and scrolling through an endless sea of AI-generated roadmaps and the same old \u201ctop tips.\u201d And somehow, the path still feels just as confusing. Frustrating, right? That\u2019s exactly why real stories matter. No theory overload, just honest, hard-earned lessons from…<\/p>\n","protected":false},"author":102,"featured_media":18342,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[5],"tags":[],"coauthors":["Sergii Gudkov"],"class_list":["post-18265","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"aioseo_notices":[],"categories_data":[{"name":"Product Management","link":"https:\/\/railsware.com\/blog?category=management"}],"post_thumbnails":"https:\/\/railsware.com\/blog\/wp-content\/uploads\/2025\/03\/How-to-grow-as-a-product-manager_image-1024x538.jpg","amp_enabled":true,"_links":{"self":[{"href":"https:\/\/railsware.com\/blog\/wp-json\/wp\/v2\/posts\/18265","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/railsware.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/railsware.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/railsware.com\/blog\/wp-json\/wp\/v2\/users\/102"}],"replies":[{"embeddable":true,"href":"https:\/\/railsware.com\/blog\/wp-json\/wp\/v2\/comments?post=18265"}],"version-history":[{"count":10,"href":"https:\/\/railsware.com\/blog\/wp-json\/wp\/v2\/posts\/18265\/revisions"}],"predecessor-version":[{"id":18393,"href":"https:\/\/railsware.com\/blog\/wp-json\/wp\/v2\/posts\/18265\/revisions\/18393"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/railsware.com\/blog\/wp-json\/wp\/v2\/media\/18342"}],"wp:attachment":[{"href":"https:\/\/railsware.com\/blog\/wp-json\/wp\/v2\/media?parent=18265"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/railsware.com\/blog\/wp-json\/wp\/v2\/categories?post=18265"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/railsware.com\/blog\/wp-json\/wp\/v2\/tags?post=18265"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/railsware.com\/blog\/wp-json\/wp\/v2\/coauthors?post=18265"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
- Bankrupt businesses don\u2019t help anyone.<\/em><\/li>\n<\/ul>\n\n\n\n
- A company has to make money to keep delivering value to customers<\/em><\/li>\n\n\n\n
- Bewitch money<\/em> to build a business, not a charity;<\/li>\n\n\n\n
- Read minds<\/em> to know your customers;<\/li>\n\n\n\n
- There\u2019s no universal definition of a PdM. And that\u2019s what makes this field so interesting and weird at the same time. <\/li>\n<\/ol>\n\n\n\n
- Managers, on the other hand, achieve their goals by guiding others. <\/li>\n<\/ol>\n\n\n\n