"Myth 1: Product market fit is always a discrete, big bang event"

"Myth 2: It’s patently obvious when you have product market fit"

"Myth 3: Once you achieve product market fit, you can’t lose it."

"Myth 4: Once you have product-market fit, you don’t have to sweat the competition."

"the best markets are usually the ones in which competition is fierce because the opportunity is big."

"first build the product that everybody wants, then raise enough money to build the company. If you can build a big company that way, by all means do it."

"When one or more things happen, no pattern matching will save you. You will have to figure out for your own unique situation a) whether there is a clear and present market and b) if there is, how you can take it."

"Good product managers know the market, the product, the product line and the competition extremely well and operate from a strong basis of knowledge and confidence. A good product manager is the CEO of the product."

"A good product manager knows the context going in (the company, our revenue funding, competition, etc.), and they take responsibility for devising and executing a winning plan (no excuses)."

"Good product managers don’t get all of their time sucked up by the various organizations that must work together to deliver right product right time. They don’t take all the product team minutes, they don’t project manage the various functions, they are not gophers for engineering. They are not part of the product team; they manage the product team."

"Good product managers crisply define the target, the “what” (as opposed to the how) and manage the delivery of the “what.” Bad product managers feel best about themselves when they figure out “how”."

"Good product managers create leveragable collateral, FAQs, presentations, white papers. Bad product managers complain that they spend all day answering questions for the sales force and are swamped."

"Good product managers take written positions on important issues (competitive silver bullets, tough architectural choices, tough product decisions, markets to attack or yield). Bad product managers voice their opinion verbally and lament that the “powers that be” won’t let it happen."

"Good product managers focus the team on revenue and customers."

"Good product managers decompose problems. Bad product managers combine all problems into one."

"Good product managers think about the story they want written by the press."

"Good product managers know the market, the product, the product line and the competition extremely well and operate from a strong basis of knowledge and confidence."

"Bad product managers have lots of excuses."

"Good product managers don’t get all of their time sucked up by the various organizations that must work together to deliver right product right time."

"They are not part of the product team; they manage the product team."

"Good product managers crisply define the target, the “what” (as opposed to the how) and manage the delivery of the “what.”"

"Good product managers create leveragable collateral, FAQs, presentations, white papers."

"Good product managers anticipate the serious product flaws and build real solutions."

"Good product managers take written positions on important issues (competitive silver bullets, tough architectural choices, tough product decisions, markets to attack or yield)."

"Good product managers think in terms of delivering superior value to the market place during inbound planning and achieving market share and revenue goals during outbound."

"Good product managers decompose problems."

"Good product managers ask the press questions."

"Good product managers assume press and analyst people are really smart."

"Good product managers err on the side of clarity vs. explaining the obvious."

"Good product managers send their status reports in on time every week, because they are disciplined."