Becoming The Unpopular Product Manager
Why Making a Real Impact Means Not Everyone Will Love You
This post has an audio summary powered by NotebookLM, a research and note-taking online tool developed by Google Labs. NotebookLM uses the magic of AI (specifically Google Gemini) to help you interact with your documents in a whole new way.
Pretty cool, right?
In the bustling office of a mid-sized tech startup, Sarah, the newly appointed Head of Product, stands before her team. The air is thick with tension. "We're cutting the social media integration feature," she announces, her voice steady despite the collective gasp that ripples through the room. "I know many of you have poured your hearts into this, but the data doesn't lie. It's not moving the needle for our users or our bottom line."
As murmurs of discontent fill the air, Sarah catches snippets of conversation. "But the CEO loved this idea," one product manager whispers. "Marketing's going to have a fit," another groans. Sarah takes a deep breath, steeling herself for the storm she knows is coming.
Welcome to the world of modern product management, where the mantra "If you're doing it right, not everyone will love you" isn't just a catchy phrase—it's a survival guide.
It's about making tough choices, ruffling feathers, and sometimes, being downright unpopular. Because let's face it, if everyone's patting you on the back and singing your praises, you're probably not pushing hard enough. You're probably not prioritizing impact over noise.
The Noise Factory: How We Got Here
To understand the current state of product management, we need to take a step back and look at how we arrived at this crossroads. The tech industry's rapid growth has created a perfect storm of competing interests, each vying for the product manager's attention and resources.
First, there's the tyranny of the new. In a world where technology grows at breakneck speed, there's constant pressure to incorporate the latest trends, frameworks, and features. "AI-powered this," "blockchain-enabled that"—the buzzwords fly fast and furious, each promising to be the next big thing that will revolutionize your product and leave competitors in the dust.
Then there's the data deluge. With the rise of sophisticated analytics tools, product managers are drowning in metrics. Daily active users, retention rates, conversion funnels—the list goes on. While data-driven decision-making is crucial, it's all too easy to get lost in the numbers, chasing metrics that don't truly matter to the product's success or the company's bottom line.
Add to this the chorus of stakeholders, each with their own agenda. Sales wants features to close deals. Marketing craves buzzworthy updates to fuel their campaigns. The CEO has a vision that may or may not align with market realities. And let's not forget the users themselves, whose feature requests and complaints create a constant background hum of demands.
In this cacophony, it's no wonder that many product managers fall into the trap of trying to please everyone. The path of least resistance is to say yes, to add just one more feature, to tweak the roadmap to accommodate the loudest voice in the room. It's a strategy that might win you friends in the short term, but it's a recipe for bloated, unfocused products that fail to deliver real value.
Let's get one thing straight: if you're striving to be the most popular person in the room, product management is probably not the career path for you. It's not about pleasing everyone. It's not about collecting "likes" or avoiding difficult conversations. It's about making tough choices, prioritizing ruthlessly, and ultimately, driving meaningful impact – even if it ruffles a few feathers along the way.
Think about it. Every product decision, every feature prioritization, every strategic shift, inherently creates winners and losers. You're saying "yes" to one thing, which inevitably means saying "no" to countless others. And those "nos" – those are the ones that can sting.
Disappointment? Frustration? Even outright anger? Yep, those are all part of the package. But here's the thing: if you're constantly striving for universal approval, you're likely falling into the trap of mediocrity. You're prioritizing harmony over impact, consensus over conviction. And that's a recipe for stagnation, not success.
Now, I'm not advocating for a tyrannical approach, where you bulldoze your way through the organization, leaving a trail of destruction in your wake. Quite the opposite. Effective product management requires empathy, collaboration, and the ability to build strong relationships. But it also demands a backbone. A willingness to stand your ground, to defend your decisions, and to always explain the "why" behind the "no."
Now, let's dive a little deeper into why prioritizing impact over noise can lead to unpopularity, and why that's ultimately a good thing:
1. You'll have to say "no" a lot.
Saying "no" is an art form in product management. It's about carefully considering every request, weighing its potential impact against your overall product strategy, and making a decision that aligns with your vision.
But here's the catch: every time you say "no," you're potentially disappointing someone. It could be a stakeholder with a pet project, a sales team eager for a new feature, or even a colleague with a seemingly harmless request.
The key is to say "no" gracefully, respectfully, and with a clear explanation of your reasoning. Don't just dismiss requests outright; take the time to understand the underlying need and explore alternative solutions. And most importantly, be transparent about your decision-making process.
2. You'll challenge the status quo.
Disrupting the status quo can make some people uncomfortable. You might encounter resistance from those who are invested in the current way of doing things, or who fear change.
But don't let this deter you. Remember why you're doing this: to create a product that truly makes a difference. Be prepared to explain your vision, back it up with data and user insights, and patiently address concerns. And when necessary, be willing to push back against resistance and advocate for the product.
3. You'll make mistakes.
No product manager is perfect. We all make mistakes along the way. But it's how you handle those mistakes that define you as a leader.
Don't try to hide your mistakes or sweep them under the rug. Instead, own them, learn from them, and use them as an opportunity to grow. Be transparent with your team and stakeholders, and show them that you're committed to continuous improvement.
4. You'll have to make tough decisions that impact people.
Sometimes, prioritizing impact means making difficult decisions that may have negative consequences for some individuals. It could be cutting a feature that a team has worked hard on, or even letting go of employees who are not aligned with the team’s way of work.
These decisions are never easy, but they are sometimes necessary. The key is to approach them with empathy, compassion, and a deep understanding of the human impact. Communicate clearly and honestly with those affected, and provide support during the transition.
5. You'll have to deal with difficult personalities.
Product management involves working with a wide range of people, and not all of them will be easy to get along with. You might encounter demanding stakeholders, egotistical colleagues, or even outright bullies.
The key is to remain calm, professional and focused on your goals. Don't let difficult personalities derail you or distract you from your mission. Set clear boundaries, communicate assertively, and when necessary, and learn to always seek support from your manager.
Here's how this translates into action:
Develop a thick skin: Criticism and pushback are inevitable. Don't take it personally.
Over-communicate: Clearly articulate your rationale, your priorities, and the "why" behind your decisions.
Be open to feedback: Listen to dissenting opinions, even if you ultimately disagree.
Build strong relationships: Invest time in building trust and rapport with stakeholders.
Focus on the long game: Don't sacrifice long-term impact for short-term gains.
The truth is, not everyone will understand your vision. Not everyone will agree with your goals or roadmap. And that's okay. Because at the end of the day, your responsibility isn't to win a popularity contest. It's to champion the user, to drive the product forward, and to deliver real, tangible value for the user and business.
So, embrace the discomfort. Embrace the difficult conversations. Embrace the fact that sometimes, making the right call means not everyone will love you. Because in the pursuit of impact, a little bit of unpopularity is a small price to pay.