
In the role of Product Manager, words count as much as actions. They can reflect a deep understanding of customer needs and a clear strategic vision, or, on the contrary, signal fundamental shortcomings that can compromise the credibility of the product manager and the effectiveness of the role. Here are three phrases every product manager should avoid at all costs, and the reasons why they're so dangerous.
1. **« For me... », « My opinion is... », « When I use the product... »
Using your personal opinion instead of the voice of the customer is a common mistake, especially for product managers who come from technical teams. While intimate knowledge of the product is an undeniable asset, it's crucial to remember that the product manager is not the end-user.

There are several dangers lurking behind this approach:
Personal bias: It's not the product manager that the organization wants to sell to. The needs of the end customer are often very different.
Evolving needs: Customer problems change over time, and staying focused on one's own experiences risks disconnecting the product from the market.
Risk of lag: By defining a product based on past user experience, the result will be the product you should have sold a few years ago...
To avoid this, a product manager must always rely on validated learnings and objective customer feedback. Creating proximity with end-users and exploiting tools such as surveys, interviews and quantitative analysis are key to guiding decisions.
2. **« We must do... », « Our only option is... »
Presenting a proposal as the only possible solution is another mistake to avoid. This type of discourse can quickly close the door on collaboration and alienate stakeholders.

A good product manager knows that the best way to get buy-in from stakeholders is to present solid facts. These facts must come from the voice of the customer, market analysis and product testing. They must also be presented in such a way as to naturally guide all stakeholders towards an optimal solution.
In addition, it's important to recognize that members of the executive team or other functions often have a broader or different view of strategic objectives. Their perspective can enrich the project and contribute positively to its success. The role of the product manager is to facilitate dialogue, not impose it. This also underlines the importance of the product manager adopting an influential leadership style, based on persuasion and collaboration, rather than hierarchical authority.
3. **« I must be involved in everything that concerns my products »
This statement is well-intentioned, but in practice unrealistic and often counter-productive. The scope of a product manager's activities varies considerably from one organization to another. Some product managers are responsible for all product-related activities, others for only a fraction. This vagueness can lead to tension if expectations are not clearly defined.

To overcome this problem, it is essential to have :
A clear definition of the role's responsibilities.
Validation of scope by top management.
Rigorous prioritization of activities in an annual plan aligned with the organization's strategic objectives.
An experienced product manager also knows how to say no, concentrate on high value-added activities, and trust his or her colleagues to carry out other tasks.
Conclusion: establishing the product manager's credibility
The role of product manager requires a subtle balance between strategic vision, collaboration and humility. Avoiding these three clichéd phrases is the first step towards more effective communication and respected leadership. By putting the voice of the customer at the heart of decisions, presenting fact-based arguments, and defining a clear scope, the product manager can be a catalyst for success for his team and his organization.

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