How Ben Horowitz defines Good Product Manager vs Bad Product Manager?
How Ben Horowitz defines Good Product Manager vs Bad Product Manager?
Who is this article for?
This blog is for you if you are looking to hire a Product Manager, or want to become one. If you are looking to hire the best PM out there, make sure to add a link to this article in your job post so that the person applying knows what you are looking for.
tl;dr:
When it comes to product management, Ben Horowitz has some solid insights on what separates a good product manager from a bad one. If you’re aspiring to be a top-notch product manager, or just curious about what makes someone excel in this role, here’s a breakdown that’s easy to understand. I am going to go over every aspect of the comparison, one by one.
Market Knowledge
Good Product Manager: A good product manager knows the market inside and out. They understand the product, the product line, and who their competition is. This means they do their homework and stay updated on industry trends. If you are a chef in a competitive restaurant scene. You need to know not only your recipes but also what other chefs are cooking, what customers are craving, and any new food trends. This knowledge helps you make better decisions and stay ahead of the game.
Bad Product Manager: A bad product manager, on the other hand, doesn’t keep up with the market. They don’t really understand their product deeply or how it stacks up against the competition. Like the chef who keeps cooking the same old dishes without checking if customers still like them or if other restaurants are offering something better. This lack of awareness leads to poor decisions and missed opportunities.
Imagine you’re managing a smartphone app that tracks fitness activities. A good product manager would regularly check out other fitness apps, see what features they have, read customer reviews, and stay on top of new fitness trends like wearable tech or virtual workouts. This knowledge helps them decide what features to add or improve in their own app. A bad product manager wouldn’t bother with this. They might miss out on adding important features or fail to fix issues that users are complaining about, simply because they’re not paying attention to what’s happening in the market.
Knowing the market deeply helps a product manager make smarter decisions and keep their product relevant and competitive. Not doing so means falling behind and making choices that don’t serve the product or the customers well.
Role Perception and Responsibility
Good Product Manager: A good product manager acts like the CEO of the product. This means they take full ownership and responsibility for the product's success or failure. They see themselves as the person in charge, making sure everything runs smoothly and goals are met. Imagine you’re the owner of a small business. You wouldn’t blame your employees or circumstances for poor sales; you’d figure out what’s wrong and fix it. You’d be involved in every aspect of the business, from marketing to customer service, ensuring everything aligns with your vision.
Bad Product Manager: A bad product manager doesn’t take this kind of ownership. Instead, they make excuses for failures and shortcomings. They blame lack of funding, poor support from engineering, or too much workload. Like a restaurant manager who blames the kitchen staff, the suppliers, or the busy schedule when customers are unhappy, instead of taking responsibility to improve the situation.
Think of a product manager for a new software tool. A good product manager will take responsibility for the tool’s success. If the tool isn’t performing well, they’ll dig into the reasons why—maybe the marketing message isn’t clear, or perhaps there’s a bug that needs fixing. They’ll then create a plan to address these issues, rallying the team and making necessary changes. A bad product manager, on the other hand, will just complain that they didn’t get enough budget for marketing, or that the development team didn’t do a good job, without taking steps to actually solve the problems.
Seeing yourself as the CEO of the product means taking full responsibility and proactively working to ensure its success. Making excuses and shifting blame leads to a lack of progress and continuous problems.
Context Understanding
Good Product Manager: A good product manager understands the broader context in which they’re operating. This includes knowing the company’s situation, understanding revenue and funding, being aware of competition, and comprehending market dynamics. They take this context into account when devising and executing their plans. Think of it like being a ship captain who knows the weather conditions, the state of the ship, and the competition on the waters. They use this knowledge to navigate successfully.
Bad Product Manager: A bad product manager doesn’t take the time to understand this context or doesn’t consider it important. They might ignore crucial details about the company’s financial situation, underestimate competitors, or overlook market trends. It’s like a captain setting sail without checking the weather forecast or the ship’s condition, leading to avoidable troubles.
Imagine you’re managing a new product launch in a tech company. A good product manager would first understand the company’s current financial health, how much budget is available, and what competitors are doing. They might realize that the company has limited funds and thus prioritize features that can be developed within budget while offering significant market differentiation. A bad product manager might dive into the project without this understanding, possibly planning expensive features the company can’t afford or failing to address key competitive threats.
Understanding the context helps a product manager make informed decisions and create realistic, effective plans. Ignoring the context leads to poor planning and unexpected setbacks.
Time Management
Good Product Manager: A good product manager is excellent at managing their time. They know how to prioritize tasks and ensure that their time isn’t wasted on minor details. Instead, they focus on the big picture and critical tasks that drive the product forward. They delegate smaller tasks to team members while focusing on planning and strategy. They make sure that different teams work together efficiently without getting bogged down by every little issue.
Bad Product Manager: A bad product manager often gets their time sucked up by endless meetings, minor tasks, and trying to micromanage every aspect of the project. They act more like a gofer for the engineering team, handling small errands and issues instead of leading. They spend all their time fixing minor problems instead of coordinating the team and planning the project’s next steps.
Imagine a product manager working on a new software update. A good product manager will delegate specific tasks to the development team, set clear deadlines, and focus on strategic planning, user feedback, and ensuring that the update aligns with the overall product vision. They will avoid unnecessary meetings and instead have focused discussions that move the project forward. A bad product manager, however, spends too much time in meetings discussing minor issues, responding to every small request from the team, and not leaving enough time for strategic thinking and planning.
Good time management allows a product manager to focus on what’s most important, leading the team effectively and driving the product towards success. Poor time management leads to inefficiency and a lack of progress on critical tasks.
Team Management
Good Product Manager: A good product manager effectively manages the product team and acts as a strong leader. They are not just a part of the team but are at the helm, guiding and coordinating efforts to achieve the product’s goals. They ensure that everyone knows their roles and responsibilities and that the team works together seamlessly. They are the captain of a ship, steering it towards its destination while making sure the crew knows what they need to do.
Bad Product Manager: A bad product manager, on the other hand, fails to lead effectively. They might be seen by the engineering team as just another marketing resource rather than a leader. They get too involved in day-to-day tasks, losing sight of the bigger picture. They become a captain who tries to do the sailors’ jobs instead of focusing on navigating the ship.
If you’re leading a team developing a new feature for an app, A good product manager will set clear goals, assign tasks based on team members’ strengths, and regularly check in to ensure everything is on track. They motivate the team, provide the necessary resources, and remove any obstacles that might hinder progress. While a bad product manager might micromanage, try to do everything themselves, or fail to provide clear direction, leading to confusion and inefficiency.
Effective team management involves strong leadership, clear communication, and strategic delegation. Poor team management results in a lack of direction and coordination, hindering the product’s success.
Defining Targets
Good Product Manager: A good product manager clearly defines the target and the “what” of the product. They set clear goals and expectations, making sure everyone on the team knows what they are working towards. This clarity helps in aligning the efforts of all team members and keeps everyone focused on the end goal. Like a coach who sets a clear game plan and ensures every player knows their role in achieving the win.
Bad Product Manager: A bad product manager focuses too much on the “how” and gets lost in the details. They spend too much time figuring out the technicalities and micromanaging instead of setting a clear direction. Like a coach who spends all their time teaching players specific moves but never communicates the overall strategy for winning the game.
Imagine you’re managing a project to develop a new feature for a social media app. A good product manager will define the target clearly, such as increasing user engagement by 20% through the new feature. They will outline what needs to be achieved and let the engineering team figure out the best way to implement it. A bad product manager will focus too much on the technical details, like which programming language to use, rather than ensuring the feature meets the user engagement goal.
Defining clear targets and focusing on the “what” helps align the team’s efforts towards common goals and drives the product’s success. Getting lost in the “how” leads to confusion and misaligned priorities.
Communication
Good Product Manager: A good product manager communicates crisply and clearly, both in writing and verbally. They make sure that everyone on the team understands what needs to be done and why it’s important. They gather information informally but provide formal, clear directions. This ensures that there is no ambiguity in what is expected.
Bad Product Manager: A bad product manager gives direction informally and complains about being overwhelmed with questions. They don’t take the time to provide clear, written instructions, leading to confusion and repeated questions.
Imagine you’re managing a team developing a new feature for a software application. A good product manager will write detailed specifications, hold clear and focused meetings, and follow up with written summaries of decisions and next steps. They will make sure that everyone knows exactly what needs to be done and why. On the other hand, a bad product manager will give vague verbal instructions, leave meetings without clear conclusions, and then get frustrated when team members come back with questions or misunderstandings.
Clear and effective communication ensures that everyone is aligned and understands their tasks, reducing confusion and increasing efficiency. Poor communication leads to misunderstandings, repeated questions, and wasted time.
Documentation
Good Product Manager: A good product manager creates comprehensive and useful documentation. This includes collateral, FAQs, presentations, and white papers that can be leveraged by salespeople, marketing teams, and executives. They understand that good documentation can prevent a lot of repetitive questions and confusion. Like a chef who writes down their recipes clearly so that other cooks can replicate the dishes without constantly asking questions.
Bad Product Manager: A bad product manager neglects documentation and ends up spending a lot of their time answering the same questions repeatedly. They complain about being swamped by inquiries from the sales force and others because they haven’t provided clear written resources. Like a chef who keeps all their recipes in their head, leading to chaos in the kitchen as everyone keeps asking how to make each dish.
Consider a product manager working on a new software tool. A good product manager will create a detailed user guide, FAQs, and internal documentation for the sales team to use. This helps everyone understand the product better and reduces the time spent answering basic questions. Conversely, a bad product manager will skip creating these documents, resulting in constant interruptions from the sales team asking how features work or how to pitch the product to customers.
Good documentation saves time, reduces confusion, and empowers other teams to work more independently. Lack of documentation leads to inefficiency and constant interruptions.
Problem-Solving
Good Product Manager: A good product manager anticipates serious product flaws and builds real solutions. They are proactive, thinking ahead about potential problems and planning how to address them before they become critical issues. Like a doctor who focuses on preventive care, addressing health issues before they turn into serious problems. They look for long-term fixes rather than temporary patches.
Bad Product Manager: A bad product manager spends their days putting out fires. They react to problems as they arise rather than anticipating and preventing them. This reactive approach means they are always dealing with crises, never getting ahead of the issues. Like a firefighter who only responds to alarms but never inspects buildings for fire hazards or installs smoke detectors.
Imagine you’re managing a product launch. A good product manager will identify potential risks early, such as supply chain issues, software bugs, or marketing challenges. They will create contingency plans and allocate resources to mitigate these risks. They might set up additional quality checks, ensure backup suppliers are ready, or have a plan for a marketing pivot if needed. A bad product manager, however, will wait until a supply chain issue disrupts the launch, or a significant bug is found at the last minute, scrambling to fix these problems when it’s almost too late.
Effective problem solving involves anticipating issues and creating strategic solutions ahead of time. Being reactive leads to constant crises and hinders long-term progress.
Decision Making
Good Product Manager: A good product manager makes decisive, informed decisions and stands by them. They take written positions on important issues, such as competitive strategies, architectural choices, and key product decisions. By documenting their decisions, they provide clear guidance and rationale that the team can follow. Think of it like a judge who writes detailed rulings to explain their decisions, providing clarity and a basis for future actions.
Bad Product Manager: A bad product manager avoids making firm decisions or only voices their opinions verbally without taking a clear stance. They might frequently change their mind or blame higher-ups for not allowing their ideas to happen. This lack of decisiveness creates confusion and frustration within the team. It’s like a judge who gives ambiguous rulings or constantly defers decisions, leaving everyone uncertain about the next steps.
Consider a product manager deciding whether to add a new feature to a software product. A good product manager will evaluate the market demand, technical feasibility, and potential impact on users. They’ll then document their decision, explaining why the feature should or shouldn’t be included, and share this with the team. This helps everyone understand the direction and rationale behind the choice. A bad product manager, however, will waffle on the decision, give inconsistent reasons, or fail to document anything, leaving the team unsure whether to proceed or not.
Clear and documented decision-making provides direction and confidence for the team, while indecision and lack of documentation lead to confusion and inefficiency.
Focus
Good Product Manager: A good product manager keeps the team focused on what truly matters: revenue and customers. They understand that the ultimate goal is to create value for customers, which in turn drives revenue. They don’t get distracted by less important metrics or competitor features that don’t align with their core objectives. Like a coach who keeps the team focused on winning the game rather than just playing well in individual segments.
Bad Product Manager: A bad product manager tends to get sidetracked by numerous features competitors are building or other distractions. They might prioritize adding new features just to match competitors, without considering if these features actually benefit their customers or align with their goals.
Imagine you’re managing a project for a new mobile app. A good product manager will prioritize features and improvements that enhance user experience and drive engagement, which ultimately increases revenue. They will focus on simplifying the user interface or adding a feature that users have been requesting. A bad product manager will instead focus on copying every feature that competitors have, even if those features don’t add value to their users. This will lead to a bloated app that doesn’t serve its core purpose well.
Maintaining focus on revenue and customer needs ensures that the product remains valuable and relevant. Getting distracted by competitors and irrelevant metrics leads to a diluted product that doesn’t meet user needs effectively.
Product Definition
Good Product Manager: A good product manager defines products that can be executed effectively and deliver superior value to the marketplace. They set clear, achievable goals and ensure that the product aligns with the company’s capabilities and market needs. Like an architect designing a building that is not only beautiful but also structurally sound and functional. They understand the importance of balancing innovation with feasibility.
Bad Product Manager: A bad product manager either defines products that are impractical and can’t be executed or lets the engineering team build whatever they want without proper guidance. They might propose overly ambitious projects without considering the resources or time needed, or they might allow the development team to focus on solving the hardest technical problems rather than creating user value. Like the architect designing a building with fantastic features but ignoring the budget or building codes, resulting in a project that can’t be completed.
Imagine a product manager working on a new software tool for project management. A good product manager will define the product with features that users need and can be developed within the given timeline and budget. They will prioritize user-friendly task management and integration with existing tools. A bad product manager, on the other hand, might propose an overly complex tool with numerous features that are hard to develop and don’t necessarily align with user needs, or they might allow the engineering team to focus on technical challenges that don’t enhance the product’s core functionality.
Effective product definition involves setting realistic, valuable goals that can be achieved within constraints. Poor product definition leads to unachievable projects or products that don’t meet user needs.
Market Strategy
Good Product Manager: A good product manager thinks strategically about delivering value to the market and achieving market share and revenue goals. They focus on creating products that meet customer needs and stand out from competitors, ensuring the product’s success in the marketplace. This involves a clear understanding of market dynamics, customer preferences, and competitive positioning. Like a chess player who plans several moves ahead, anticipating the opponent’s strategy and adjusting their plan to win the game.
Bad Product Manager: A bad product manager gets confused between delivering value, matching competitive features, pricing, and ubiquity. They will chase after adding every feature competitors have without considering whether those features are valuable to their customers. This will lead to a product that is bloated with unnecessary features and loses its core value proposition. Like a chess player who reacts to every move of the opponent without a coherent strategy, leading to a fragmented and ineffective game.
Imagine you’re managing a team developing a new fitness app. A good product manager will focus on features that provide significant value to users, such as personalized workout plans and seamless integration with wearable devices. They’ll consider how to price the app competitively while ensuring it generates revenue. They’ll also plan marketing strategies to gain market share, like targeted advertising and partnerships with fitness influencers. A bad product manager will instead focus on adding every feature competitors have, like social sharing or in-app purchases, without evaluating if these features add real value to their users or align with the app’s core purpose.
A clear market strategy involves delivering real value to customers and achieving market and revenue goals. Chasing competitors and adding features without a strategic plan leads to a disjointed product that doesn’t serve its users well.
Problem Decomposition
Good Product Manager: A good product manager breaks down complex problems into manageable parts. They analyze issues and identify smaller, actionable tasks that can be tackled step by step. This approach makes it easier to address challenges and make steady progress. Like a mechanic who diagnoses a car problem by inspecting each component, finding the specific issue, and fixing it piece by piece, rather than trying to overhaul the entire engine at once.
Bad Product Manager: A bad product manager tends to combine all problems into one big, overwhelming issue. They struggle to see the individual parts of the problem and get bogged down by its complexity. This leads to feeling stuck and not knowing where to start. Like a mechanic who sees the car isn’t working and decides the whole thing needs to be replaced without checking each part.
Imagine you’re managing the development of a new feature for a software application. A good product manager will break down the development process into smaller tasks, such as designing the user interface, writing the code, testing for bugs, and getting user feedback. They’ll prioritize these tasks and address them one by one. A bad product manager sees the project as one massive task, feels overwhelmed, and struggles to make progress because they don’t know where to start.
Breaking down problems into smaller, manageable tasks makes it easier to address challenges and keep moving forward. Seeing the problem as one big, unmanageable issue can lead to paralysis and lack of progress.
Press Relations and Assumptions
Good Product Manager: A good product manager knows how to handle press relations effectively. They think about the story they want to be written and prepare by asking insightful questions. They aim to communicate the value and vision of their product clearly and compellingly. They understand that members of the press and the analyst community are smart and treat them with respect. It’s like a spokesperson who crafts a clear, engaging message and delivers it confidently, anticipating the audience’s questions and interests.
Bad Product Manager: A bad product manager tries to cover every feature and be absolutely technically accurate, which can lead to confusing and overly detailed explanations. They might assume journalists and analysts are not capable of understanding the nuances of their technology, which can come across as condescending or dismissive. It’s like a spokesperson who overwhelms the audience with jargon and technical details, failing to convey the core message.
Imagine you’re launching a new tech product. A good product manager will focus on the main benefits of the product, crafting a narrative that highlights how it solves a significant problem for users. They’ll prepare for press interviews by thinking about the key points they want to communicate and potential questions they might face. They might say, “Our new app helps users manage their time more efficiently by integrating seamlessly with their existing tools, saving them hours each week.” A bad product manager might dive into technical specifics that aren’t relevant to the press or the audience, like, “Our app uses a proprietary algorithm with a complexity of O(n log n), and it integrates with RESTful APIs using JSON.”
Effective press relations involve clear, focused communication that highlights the product’s value and vision. Overloading with technical details and underestimating the audience leads to ineffective communication and missed opportunities.
Clarity
Good Product Manager: A good product manager errs on the side of clarity. They make sure to explain things in a straightforward and understandable manner, ensuring everyone is on the same page. They avoid jargon and complicated explanations unless absolutely necessary.
Bad Product Manager: A bad product manager often fails to explain even the obvious. They assume everyone understands things the way they do and don’t take the time to ensure clarity. This can lead to confusion, mistakes, and wasted effort.
Imagine you’re introducing a new process for your team to follow. A good product manager will provide clear, detailed instructions, perhaps with examples or diagrams to ensure everyone understands. They might say, “To submit a bug report, fill out the form with a description of the issue, steps to reproduce it, and any relevant screenshots. Then, assign it to the QA team for review.” A bad product manager might simply say, “Just report the bugs,” without specifying the process, leading to inconsistent and incomplete reports.
Prioritizing clarity ensures that everyone knows what to do and how to do it, reducing errors and increasing efficiency. Lack of clarity leads to confusion and misaligned efforts.
Job Definition
Good Product Manager: A good product manager defines their job and measures their success. They understand their role clearly and know what success looks like for them and their product. They set their own goals and track their progress towards these goals. This self-driven approach ensures they stay focused and motivated. Like an athlete who sets personal best goals and works towards beating them, constantly improving their performance.
Bad Product Manager: A bad product manager constantly wants to be told what to do. They lack a clear understanding of their role and rely on others to define their tasks and goals. This can lead to a lack of direction and initiative, as they wait for instructions rather than taking proactive steps. Like an athlete who waits for the coach to set all their goals and doesn’t take any initiative to improve outside of scheduled practices.
Imagine you’re managing a new product development. A good product manager will set clear objectives, like, “By the end of the quarter, we will have a beta version ready for user testing with at least 50 users signed up.” They regularly review their progress and adjust their plans as needed to stay on track. A bad product manager might wait for upper management to tell them what the next steps are, leading to delays and missed opportunities because they aren’t driving the project forward themselves.
Defining your job and setting your own measures of success leads to proactive management and continuous improvement. Relying on others to define your role results in a lack of initiative and slow progress.
Discipline
Good Product Manager: A good product manager values discipline and demonstrates it consistently. They send their status reports on time every week, showing that they are organized and reliable. Discipline means sticking to schedules, meeting deadlines, and maintaining a steady workflow.
Bad Product Manager: A bad product manager lacks discipline. They often forget to send in their status reports on time and may neglect other routine tasks. This inconsistency can lead to a lack of accountability and trust. It’s like a runner who skips training sessions, doesn’t track their performance, and wonders why they’re not improving. Without discipline, it’s hard to achieve long-term goals and maintain progress.
Imagine you’re leading a project to launch a new feature in an app. A good product manager will have a clear schedule, keep track of milestones, and provide regular updates to stakeholders. They send their status reports on time, detailing what has been accomplished and what needs attention. This keeps everyone informed and ensures the project stays on track. A bad product manager, however, will miss deadlines for updates, provide vague or incomplete reports, and fail to keep the team and stakeholders informed. This leads to confusion, delays, and a lack of confidence in the project’s progress.
Maintaining discipline through consistent reporting and adherence to schedules builds trust and ensures steady progress. A lack of discipline leads to missed deadlines, poor communication, and a chaotic work environment.
That is All.
This article is inspired by Ben Horowitz’s Book “The Hard Thing About Hard Things”.