I disagree with most of the things of the article, beside there's no evidence shown about teams performance, etc.
CS have better reach and balance with customers, PMs can read a digested issue and take actions. Same for UX sessions. PM can't be the nanny of the team, that's team lead or scrum master job.
While I don't flat-out disagree with the things in the article, I'll admit I had to stop reading it. It's way too black and white. When I've managed teams, I had to effectively empathize and support my team - while meeting company goals and objectives.
It's about listening, giving the team the support they need, but also clearly and openly communicating down to them why the deadlines exist, how it impacts things, etc.
When I've managed teams, I had to effectively empathize and support my team - while meeting company goals and objectives.
I agree, so I wonder if maybe you stopped reading before getting to this part:
"A good product manager communicates priorities clearly and makes sure that those priorities are aligned with the product strategy and overall company objectives. [...] They facilitate discussions with their team and balance customer, business, and technology needs to come up with a flexible but clear set of priorities for an upcoming work period."
openly communicating down to them
As mentioned in a previous comment, I'm just not on board with the "communicating down to them" thing. Again, that might work for some companies/organizations, and that's fine. But don't dismiss the success we've had by going in a bit of a different "we're all in this together" direction.
Busted. Stopped reading before that part... :-)
CS have better reach and balance with customers, PMs can read a digested issue and take actions. Same for UX sessions.
CS is certainly another input into the process on customer feedback. But I maintain that nothing is a replacement for 1:1 interaction with customers. There is simply no better way to learn about their needs and build empathy.
PM can't be the nanny of the team, that's team lead or scrum master job.
Not sure where the nanny idea comes from... I think this is a problem with seeing a hierarchy system where it's someone's job to make sure someone else does their job. That's just not how we work. We're one team.
It's cool to disagree—this won't work for everyone. But we are profitable and growing, so I can say that this approach is working for us.