Not all product work is created equal. After initial product-market fit, there are four categories of product problems that need to be managed and sequenced:

To be successful as a Product Leader, you need to have knowledge of all the different types of product problems and lead your team to work on the right ones at the right time without getting into the weeds of the work itself.

you have to make decisions on what to do and when.

At the SPM level you are thinking about how to maximize the return of an individual type of work. As a PL you need to know how to maximize the overall Return on Investment between all the different types of product work.

you have to go from being good at your job to training others to be good at theirs. Your value is evaluated not on your personal output but on the total output of your team.

You have to move beyond solving with the resources you have and begin to influence others in the org to solve problems outside your direct span of control. You need to start identifying the full set of things blocking your problem area, and influencing others in the org to do that work.

Influencing is being convincing enough to drive someone to do something. You need to learn how to do this with people who are not knowledgeable and living within your function and problem area on a day-to-day basis.

To jump the canyon to GPM, one key is figuring out how to create more scope and opportunities for the organization.

If you make too many decisions, you aren't helping your team get better at their job, but if you don't escalate the right problems then that creates a separate set of issues.