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The difference between PM and PM Manager
One of the greatest differences going from PM to PM Manager is the type of processes you need to design.
As a PM you design processes to solve problems through your product.
As a product leader (or any role that requires you to manage product teams) you design processes to prevent your PMs having to design processes to solve problems through their products.
Often this means leveraging the relationship with cross-functional leaders and nudging them to be aware of (and ideally solve) their problems before needing the product team to step in.
So my advice for any PM looking to grow in the org is:
1. Start thinking “how could have I designed a process (through people, communication, rule automation) that would’ve prevented me from building my last feature?”
2. Work on your relationship with cross functional team leaders and your ability to influence orbiting organisations (ops, finance, marketing etc)
3. Nudge your peer PMs on “building only if needed”, and push them to seek tech-less solutions (assuming you are already doing it yourself)