The Product Managers I attempt to emulate aren't just juggling timelines and features, they are constantly finding throughlines in ambiguous spaces and aligning competing interests to ensure that the product's core intent is delivered. This prioritization process isn’t just about ranking tasks, it’s also about choosing what not to build, what not to pursue, and where we can never afford to compromise. At its core, product leadership means asking:
- What creates real value now?
- What builds strategic advantage later?
- What’s noise, distraction, or legacy baggage we need to avoid?
Recognizing what qualifies as noise takes time, experience and a health dose of intuition, but in the meantime, frameworks like ICE (Impact × Confidence × Ease) or RICE ([Reach × Impact × Confidence] ÷ Effort) can help cut through the clutter. Think of engineering focus as your most limited and precious resource. Product Managers must act as its steward, guarding, curating, and directing it in defense of your most important objectives.
