A product leader, by definition, must be a rebel. This means questioning existing systems, assumptions, and perceived constraints—rather than simply taking them at face value—to find the best solution for customers.
Product development is not a neutral activity. Your personal values, viewpoints, and biases are inherently built into the products you create. This makes having teams representative of the user base critical for building ethical and accessible products.
True product rebellion isn't just about challenging external factors. The most critical challenge is internal: fighting the urge to avoid conflict and take the easy path. Embracing uncomfortable discussions is key to finding the best answers.
AI will not eliminate the product management role; it will automate tactical tasks like writing acceptance criteria. However, the core strategic responsibilities—defining the problem, the customer, and the desired experience—remain indispensable.
The current, formative stage of AI presents a ground-floor opportunity. By actively upskilling and engaging now, while the field is still developing, women can prevent a wider skill gap from forming and ensure their perspectives are embedded in future technology.
The tendency to "overthink," often negatively labeled in women, is a powerful asset in product leadership. It represents the ability to see around corners, manage multiple interdependent threads, and proactively de-risk complex projects.
Instead of a single mentor, build a "personal board" of diverse advisors from different industries and roles. Treat this group like your own "Hall of Justice," strategically tapping into each member's unique superpower based on the specific problem you're facing.