A Product Manager is Not a CEO

Paul – all too true and a good clarification.

I take, and have, full responsibility of the products I manage. But I don't
call myself a CEO, because quite honestly, I'm not. I'm a product manager,
and quite happy to be. I don't need to think of myself as the biggest
organizational title in order to be excited about my responsibilities and
execute – the CEO and I work together to stay fully in-sync, and even though
I have a ton of leverage with what I can do, I'll be the CEO when I get that
job.

For now, it's my internal responsibility to make the product work, evolve
it, and make the CEO (by boss) look good…

I have great respect for CEOs and what they do (of course, all exceptions to
that rule aside). I can't wait to get that level myself one day — but I'm
not there yet.

Adam – I can't say I agree. To me the whole “CEO of my product” thing is something PM's do amongst themselves to pump themselves up before going into battle against naughty engineers, clueless executives, and dumb salespeople.

I take it as rather than “I'm CEO and therefore you will do what I say,” to mean “I take full responsibility for the failure or success of my product,” and “I'm ready and able to backup any decision I make.” The real CEO may have line of sight to good business reasons to overrule your decision as a PM, just like the Board may overrule a CEO; but at least your conscience is clear.

Maybe this is a verbiage thing? I doubt you take any less responsibility for your product than any other PM just because you don't call yourself “CEO of your product” (or vice versa).

I would have to echo Paul's comment. I understand and support the “chain of command.” While trying to make the right decision for the product and ultimately the customer a tough stand may need to be taken. Believing in my responsibility gives me (psychologically) enough gumption to continue to press for what is right rather than rolling over and saying what the boss wants. There is a point where I have gotten overridden. While tough, I know I did all I could and move on. That's life.

Having said that, I do not believe such encounters are combative type of situations. Stakeholder management done properly alleviates many such issues and the team plays nicely. I believe everyone wants to contribute they may not have the full spectrum view that being in the product manager seat affords. Having the dialogue early in the process and throughout development keeps everyone in tune. This is like a good CEO,
metaphorically speaking

I guess I am OK with people calling themselves the “CEO of the product”, but for the most part the roles are not the same and as long as people realize that just because you managed a product you are not qualified to manage a company.

The flip side of this (CEO is the Product Manager) is even worse!

People, people…itt's just a label. That's all. It doesn't make you the CEO. It doesn't even make you the CEO of your product.

It's a way for Product Managers to explain what we do to folks who don't know what Product Management is. Saying that you are the “CEO of your product” is way easier than trying to describe the multitude of things that Product Managers are responsible for and then seeing the person you are talking to look at you quizzically, like you just summed up quantum mechanics using Seussian rhyme.

We are Product Managers. Capital P. Capital M. What we do is different for each of us and even for each of us at different times and organizations during our careers. It's sometimes hard to explain it to others, even to other Product Managers. And that's OK.

Now, repeat after me, “I am a Product Manager.” Doesn't that feel better?

Ivan Chalif
http://theproductologist.com/

I am so flattered to be referred to as one of “the usual places”. Really!

http://acknak.blogspot.com/2008/01/hmm-what-can…

Adam,

You're right… to a point. A PM can't just walk in and flash a CEO badge they don't really own.. I use the CEO of the product expression as a metaphor. Here are a couple of things for people in PM to think about . And when you look at these characteristics, you'd want a PM to exhibit them, just as you'd want your CEO to exhibit them. A PM should:
1) be entrepreneurial in spirit
2) See the end game for their business (the vision for the product)
3) Use great networking skills to bring people from different constituencies together
4) be committed, determined, passionate
5) Be aware and driven by market nuance
6) Be sensitive to shifting customer motivations
7) Use financial tools to assess performance
Make decisions
…etc…etc…
These aren't bestowed attributes, they're earned assets that make of some of the PM arsenal.

True, there is a bit of an ego using the term CEO of product. But it also gives you a sense of ownership and pride as a product manager. From the CEO's perspective i would encourage ownership of a product and entreprenuership.

Yes, it's true. It is fantastic to have that sense of ownership of the
product(s) you are managing, and in some cases, conceiving.

I am definitely not trying to take that away from folks. It's
important, and everyone is different in how they psych themselves up.

I'm just stating a warning – use that for the right reasons (personal)
- you probably don't want it to come up during a priority discussion
that feature A gets done first because, “I am the CEO of the product.”

From my perspective, the point of the “CEO of the product” line is to point out that the product manager is responsible for product strategy in much the same way as the CEO is responsible for company strategy. The concerns are the same, the scope much different.

In a software start-up, the product and the company are typically synonymous and the scope of company strategy vs. product strategy may be very similar, so your sentiments here are easy to understand.

As your company grows, your CEO's concerns will broaden (to say the least) and his/her efforts will be spread across a much wider range of activities. You will maintain responsibility for the strategy of your product, and you will need to consult with the CEO on fewer issues.

I agree with the potential negative ego aspects of acting “too large for your cube” but I think that the thought process of thinking like the “CEO of your product line” is exactly what you want to foster. Obviously you have to remember that optimizing the growth and profitability of the entire enterprise is your goal so you must keep competition among the mini-CEO's to a healthy level to ensure that one CEO does not profit at the expense of another's product line.

Think like a CEO, Act like a Product Manager.

best,

@JeffreyJDavis
President & COO
AGY

Very well put, Jeffrey – thanks for the comment!