Leading product in enterprise is different. The surface area is too large to manage alone. Project managers track tasks. Product leaders build capability. The difference shows up in what happens when you're not in the room.

If teams wait for you to make decisions, you are the oracle, you are the bottleneck. If they make better decisions because you invested in their context and judgment, you're coaching. Coaching means building judgment, not just tracking progress. Give teams context and constraints, then step back.

The shift from managing to coaching feels like losing control. It's actually the only way to scale impact beyond what you can personally touch.