Why the Best Digital Product Managers Are Always Wrong (and That's Okay)

The best Digital Product Managers are wrong all the time.

Controversial? Absolutely. True? Without a doubt.

This counterintuitive statement gets at the heart of what makes exceptional digital product managers. If you're playing it safe and always being "right," you're likely missing opportunities for growth, innovation, and true customer-centricity.

On a recent episode of The Frictionless Experience, my co-host Nick Paladino and I unpack myths that hold back many digital product managers and explore why being wrong is a superpower in product management, and the mindset needed to thrive in this challenging role.

Myth #1: Product Managers Make All the Decisions

At first glance, you might think product managers are the ultimate decision-makers, steering the ship. But Nick explains why that's far from the truth:

The best digital product managers rely on the data, their teams, and customer insights—not their gut. 

As I add:

"It's not that they don't make the product decisions; they don't do it based on their opinion. They do it based on the data." 

If you're wrong often, you're likely experimenting, learning, and iterating. The opposite—a streak of being consistently "right"—might mean you're not taking enough risks.

Myth #2: Listening to Customers Is Enough

Another common misconception is that product managers only need to listen to their customers to build successful products. However, Nick and I emphasize the importance of reading between the lines.

Nick says:

A personal anecdote that I share underscores this point. I recount a frustrating e-commerce experience where repeated order cancellations exposed a hidden friction point in the process:

"I placed the same order three times, and it kept getting canceled. After calling the store, I realized the friction wasn't in placing the order—it was what happened afterward." 

These moments of friction often reveal what customers won't explicitly articulate. It's the job of the product manager to dig deep, analyze patterns, and uncover the unspoken pain points.

Myth #3: Product Management Is a One-Size-Fits-All Role

If you think product management operates the same way across every organization, think again. 

As Nick points out:

"The way product management is defined, the role, what they own, their responsibilities—it all varies significantly between organizations." 

This variation makes it even more crucial for product managers to adapt and remain open to different methodologies and team dynamics. Rigid adherence to one playbook can stifle collaboration and innovation.

Myth #4: The Customer Is Always Right

Perhaps the most controversial myth busted in this episode is the age-old adage that "the customer is always right." Nick explains:

He cites iconic examples like the iPhone, where Steve Jobs challenged the dominant narrative around physical keyboards and ushered in a touchscreen revolution.

The Real Job of a Digital Product Manager: Synthesizing Data and Humility

If you boil it down, product management is about leading teams, synthesizing diverse inputs, and staying humble enough to admit when you're wrong. According to Nick:

"As a product manager, you're often wrong, and that's okay. Understanding that and trusting your process is critical. You might lead a team down a six-month project only to discover you were wrong, and that's fine—as long as you have the humility to pivot." 

Humility and resilience are what separate great PMs from good ones.

Key Takeaways for Aspiring Digital Product Managers

1. Embrace Being Wrong: Treat every failure as a stepping stone toward clarity. If you're not wrong, occasionally, you're not innovating.
2. Listen to What Isn't Said: Observe customer behavior and analyze the "why" behind the data. True insights lie in the gaps.
3. Adapt and Collaborate: Be flexible and ready to align with different organizational definitions of product management.
4. Lead with Humility: A prideful product manager is going to lead you in the wrong direction.
5. Redefine the Possible: Customers may resist change, but innovation often comes from challenging their assumptions.

The Freedom to Fail Forward

Product management isn't about being a flawless decision-maker or a technical expert. It's about fostering collaboration, trusting the process, and embracing the freedom to fail forward. 

As Nick sums up:

"Remaining humble is the biggest part of product management. If you can't admit when you're wrong, you're not going to lead a successful product." 

So, the next time you're faced with a decision, remember that being wrong might just be your superpower.