leading a product management team is more similar to managing managers than managing individual contributors.

As a manager, you need to define your boundaries. What are the things that you must keep your eyes on yourself?

Defining what you must keep your eyes on personally, also means defining what you shouldn’t be too involved in. Make an informed decision on where it is fine to give the product manager a wider playground for them to lead in.

For example, you can initially move from defining the strategy alone into leading a thinking effort with a product manager who is ready. Or you can move from providing answers to asking guiding questions and letting the product managers come to you with the answers.

Another thing that helped me overcome my tendency for micro-management is to ask myself what is the worst-case scenario in monitoring something less closely.

a good manager can add a lot of value by always taking the team to a level higher than the one they tend to think in.

You are not supposed to be invisible. It’s okay to “interfere” if you know why you are doing it and how it adds value to the process.

You are not supposed to be invisible. It’s okay to “interfere” if you know why you are doing it and how it adds value to the process.
Don’t be afraid to manage your team. Don’t fall into the passive-aggressiveness of doing either micro-management or no management at all.