The Hard Thing About Hard Things about Product Management

Product Managers operate differently from CEOs, despite the common comparison that PMs are “CEOs of their products.” The key distinction lies in organizational structure—PMs typically lack direct reports, whereas all reporting ultimately flows to a CEO. However, both roles share a critical commonality: accountability for success within their respective domains.

Ben Horowitz’s book The Hard Thing About Hard Things offers valuable insights for product professionals. Drawing from his background as a PM before becoming a CEO and investor, Horowitz provides lessons applicable to product leadership.

Product Vision

Data-driven decision-making matters, yet over-reliance on metrics creates blind spots. Customer retention numbers alone provide insufficient context for comprehensive management.

“It’s important to supplement great product vision with strong metrics discipline but don’t substitute vision.”

User Journey mapping and Story Mapping help articulate vision when none exists. A compelling vision enables teams to make independent decisions, fostering self-governance rather than creating dependency on constant PM direction.

No Silver Bullets, Only Lead Ones

Success requires persistence and discipline—no shortcuts exist. When hiring PMs, avoid seeking candidates who check every box. Instead, prioritize persistence and discipline as fundamental capabilities.

Team Culture

PMs influence team culture through their product vision and leadership approach. This responsibility often gets overlooked due to the lack of direct reports, yet it’s crucial during challenging periods. The philosophy holds: prioritize people first, then products, then profits.

Sustainable progress demands realistic targets and adequate recovery time. Product management is a marathon requiring collective effort rather than individual sprinting.