Product management is inherently chaotic due to constant context switching, ambiguity, and difficult stakeholder conversations. Success isn't about finding a perfect process, but developing the resilience to navigate this mess and guide teams from ambiguity to clarity.

To be truly successful, a product leader cannot just focus on features and users. They must operate as the head of their product's business, with a deep understanding of P&Ls, revenue drivers, and capital allocation. Without this business acumen, they risk fundamentally undercutting their product's potential impact and success.

A 'Product Rebel' is not a constant disruptor but is situationally aware. Sometimes they must be a 'chameleon,' blending in with stakeholders to build trust. Other times, they must be the 'lead goose,' stepping out to galvanize the team towards a shared goal. The skill is knowing when to switch personas.

A sales background teaches more than customer centricity. It instills resilience and the fearlessness to approach anyone in an organization to get things done, a vital skill for navigating the cross-functional demands of product management.

In a truly product-led company, the product organization must accept ultimate accountability for business-wide challenges. Issues in sales, marketing, or customer success are not separate functional problems; they are reflections of the product's shortcomings, requiring product leaders to take ownership beyond their immediate domain.

To build trust and deliver value, product managers cannot be 'tourists' who drop in on other departments transactionally. They must become 'locals'—deeply integrated, trusted partners who are regulars in cross-functional conversations and are seen as being 'in the battle' together with sales, marketing, and other teams.

In an organization still running in project mode, the 'Product Manager' title is misleading. The role is often relegated to organizing work and scheduling tasks for engineering. A true product model requires empowering these roles with the mandate, skills, and market access to make strategic decisions.

Frame the product manager not as a feature owner, but as the central communication hub. Their primary function is to connect business, stakeholders, engineering, and design, navigating complex relationships and translating needs across disparate groups.

When transitioning into a new role, especially a cross-functional one like product, relying on a title is a weak foundation for credibility. Earning respect through informal authority—by demonstrating value and influence—builds a much stronger and more lasting leadership position.