Why Product Managers Should Not Be Too Attached to Their Products

Writing this based on my personal experience, the majority of individuals I have collaborated with are aware of my deep affection for the product I have been involved with. On numerous occasions, my mentors have advised me against developing strong attachments. Gradually, I am acquiring an understanding of this concept and have begun exploring online resources to delve deeper into why it is important.

In the world of product management, I firmly believed that having a profound affection for the product I worked on was crucial for achieving success. I held the belief that passion and enthusiasm were vital driving forces behind innovation and unwavering commitment. However, I have come to realize that being emotionally attached to the product may not be the optimal approach for the product. Instead, it is imperative to maintain an openness to change. This perspective enables a more objective and adaptable mindset, ultimately yielding superior outcomes for both the product and the organization.

One of the key reasons why we as product managers should not love our product is the potential bias it can create. When we become emotionally attached to our creation, we may become less receptive to feedback and alternative perspectives. This attachment can cloud judgment and hinder the ability to objectively assess the product’s strengths and weaknesses. It becomes difficult to see flaws or consider improvements when there is a personal attachment. It’s similar to a parent being too concerned about their children and ignoring all of the problems they produce.

Furthermore, being open to change is essential in the dynamic landscape of product development. Markets evolve, customer needs shift on an average daily basis (We all will agree to this :p ), and new technologies emerge. To remain competitive, a product must adapt accordingly. A product manager who is open to change is better equipped to navigate these shifts and make informed decisions. They can identify emerging trends, assess the viability of new features or updates, and pivot the product strategy when necessary. This adaptability is crucial for long-term success and growth.

A product manager who is open to change can more readily embrace new perspectives and concepts. This mindset encourages collaboration and fosters a culture of innovation within the product team.

Moreover, not being too attached to the product enables us to focus on the needs of the users. Instead of being driven by personal preferences or biases, we should prioritize user feedback and data-driven insights. This user-centric approach allows for a more customer-focused product strategy. By listening to the users and making changes based on their needs and desires, we can ensure that the product remains relevant and valuable.

Of course, it is crucial to remember that disengagement from a product does not imply indifference or apathy. A product manager should still have a genuine concern for the product’s success and the effects it has on consumers and the company. However, this care should be channeled into a more objective and adaptable mindset.

In conclusion, a product manager should not be overly attached to their product but rather should be flexible and particularly focused on revenue creation rather than product aesthetics.