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The Risk of Just Executing as a Product Leader

Hello Product Leaders!

Product management is a unique role with no clear guidebook, making its boundaries hard to define.

Much of the job involves thinking and communication, with tangible results relying on other teams' execution. This can make it tough for outsiders to grasp what product managers actually do.

In the early days of a startup, founders handle everything, including product tasks. A product manager is usually hired when these tasks, such as wireframes and user stories, become too much to manage alone.

At this point, the role is often seen as focused on delivering outputs and managing projects.

Given first impressions, many CEOs view the product role primarily as execution. In early-stage startups, where the product leader might also be the hands-on manager, this perception is even stronger. Though the role may be labeled as strategic, it’s often seen through an execution-focused lens.

Here are three common blind spots about the true scope of a product leader’s role.

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• Unpacking Data Products in the AI Age (Link)

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1- Product Definition Isn't Strategy

It’s easy to get swept up in the daily grind of execution. Even when you want to focus on bigger-picture thinking, the CEO often adds to the chaos, making it hard to shift gears.

CEOs often call product leadership strategic because defining the product is crucial to a company’s success. But what does product definition really mean? Many see it as just UX and product behavior. While that’s part of it, it’s tactical—just execution. The problem arises when a product leader’s role stops there.

True product definition is broader. It’s about identifying the problem the product solves, who it’s for, the value it offers, and why it makes sense for the business. This involves looking at customers, the market, and the company itself.

Ask yourself:

Are you involved in these strategic aspects, or just following orders?

How much freedom do you have to truly shape the product?

If your answers are negative, then it’s time to step up your game.

2- Business Is Your Responsibility Too

Many see the product leader’s role as purely execution, which makes it easy to mistake a successful product launch as the key to success.

But while delivery is crucial, it’s not the whole picture.

Your true responsibility is driving the company’s business success through the product. To do this, you need a deep understanding of the business goals and why they matter.

When I suggest my mentees collaborate with sales to understand customers and the market, the conversation often shifts to missing features. While easy to discuss, it misses the broader goal: aligning the product with business needs.

Marty Cagan’s Inspired originally focused on making products valuable, usable, and feasible. It wasn’t until nearly a decade later that he added "business viable." If it took Cagan that long, it’s no surprise many product leaders miss this. And since most CEOs aren’t product experts, they might not guide you in this area.

Don’t wait for someone to tell you that understanding the business is your role—it probably won’t happen.

Start thinking from this perspective and engage in business-focused conversations now. The saying that the product leader is the "CEO of the product" means anything related to the product is your responsibility. So, make sure that includes the business side too.

3- The Dual Role of the Product Leader