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Guilherme Storti's avatar

This article really resonated with me.

I’ve watched other PMs go through exactly this kind of “unofficial promotion”, when you suddenly realize you’re accountable for way more than backlog and discovery, but without any formal change in title. And that’s when the blind spots start showing up: from pushing decisions without alignment to feeling frustrated that “this should be obvious.”

I really appreciated how you tied practical tools to mindset shifts. Especially the move from "control" to "coordination". That’s the difference between a great PM and someone who truly thinks like a GM.

Coincidentally, I’ll be publishing a piece on Monday that touches on a related theme: how PMs can exercise more strategic thinking day to day. It’s a nice complement to this great article.

Thanks for such a clear and actionable piece!

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Amy Mitchell's avatar

Many product managers are expected to step up to business leadership this year. Thinking beyond your product team is a valuable expansion to product leadership!

Thank you, Guilherme!

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Vessela Clewley's avatar

Love this, the more you think like a business owner the better off you are. This is also what I thought about with the move from pure problem solving to forecasting: https://sbohub.substack.com/p/mini-ceos

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Amy Mitchell's avatar

Thank you, Vessela!

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Amy Mitchell's avatar

I’m working around a few of these blind spots on my product. New muscles helping a broader team deliver!

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Benedikt Kantus's avatar

It's very easy to fall for these traps. Good that you outline them here in the article, Amy!

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