How much I want to read more: 6/10


I identify myself about leadership not being "officially recognized as part of the job" but being necessary.

One idea jumps from the introduction:
Ultimately, the job of the manager or leader is to get results through other people.

I always felt somewhat uncomfortable in an organization, being either "a programmer" or "a lead developer" just because of that.
My mindset is people who do the hard work should deserve the reward, so why is that the "leader" position is higher than the "doer"?
I felt uncomfortable giving someone else some work to do, and because of that, I felt engaged in preparing someone else's work, then reviewing carefully, but then where was my value? Was I an extension of someone else's core work?

Praise

[quote, Des Traynor]
This book offers a unique look into how great product teams and product leaders work. If you build products, you need this book.

Foreword

making the leap from software engineer to product manager was challenging enough, but it was even harder to go from being an individual contributor product manager to product leader. Shifting from managing products to leading people managing products felt like uncharted territory.
Leading people is hard enough, but leading product managers? Let’s say I made a lot of mistakes and leave it at that.
your path is going to be much easier than mine was. The book you’re holding in your hands will be your guide to navigating product leadership, the one I never had.

Introduction

product leaders tend to have all the responsibility for success and failure, but little authority over the assets and resources necessary to deliver those outcomes.

Who Needs This Book and Why

For the uninitiated it might seem like product leaders are a relatively new participant in the jungle of software product design and development.
We’ve seen product leadership in many forms over the years, but not until recently has the role of product leader become recognized in the realm of digital products.
This leadership role is sometimes different from the product manager role. Leaders do not always manage others, and often their contribution looks decidedly.

We feel that there are real challenges ahead for product leaders, the most pressing one being that of identity.

we need better leaders, not just better managers.

Engineers and programmers made the core of the software products, so it made sense that they should manage the product teams.
As software has become less of a reason for companies to exist and increasingly a platform for experiences, the rise of product managers from backgrounds in marketing, business, and design is more common.
Domain-specific skills aside, product leadership is more about leading people and less about pushing pixels, writing code, or administering project schedules.

the insights here are largely timeless and trend or technology agnostic.
These are skills leaders can use today and in the future, regardless of platform, market, or job title.

All the Responsibility with None of the Authority?

For many product leaders, work life is a constant tension between delivering value to one group and telling another they can’t have what they want.

Authority often comes with the job. Product leaders do have authority over certain aspects of the product delivery cycle, but they won’t necessarily have authority over individuals or teams in the same way that a traditional manager might.

Product leadership starts with:

What Makes Product Leadership Unique?

“The problem is that the product is not simply a set of features; the product is the way you talk about the product, it’s the way that you acquire customers, the sales process that you go through to actually close a customer, the experience that someone has when they’re going through that process. That’s all part of the product, at least in the customer’s mind.”

The Ideal Product Leadership Style for Your Product Stage

finding the right people can be hard — very hard. Their attitude, experience, skills, and ability to adapt will determine the success or failure of your product organization. Not everyone is cut out to be a leader.

Ultimately, the job of the manager or leader is to get results through other people.
If there’s one key takeaway from this book, it’s this: it is not about individual success, it’s about getting the best out of others.
It’s about the results that you can create with and through others.