The more traditional business roles, I think, are well-established in our culture so they don’t really require metaphors to explain them. But you could definitely use metaphor to extract more value or change someone’s thinking about those roles.

For example, “Metaphorically Selling” describes sales in terms of fishing–the type of bait you use, the location you fish at, the equipment you bring, the size and kind of fish you’re seeking… all of those things can help get a point across that otherwise might not be evident.

- Chris

Or would one even need metaphors to explain them?

Saeed

This comment was originally posted on Twitter

This comment was originally posted on Twitter

This comment was originally posted on Twitter

It’s hard to find a concrete metaphor (is there such a thing?) for Product Managers because our roles are so diverse. Certainly the aspects of being a captain that you highlight apply to being a PM, but captains in any form have EXPLICIT authority, which is something that Product Managers almost NEVER have.

There are those Product Managers who become captains due to some aspect of their expertise or who have the ear of someone in the organization who does have explicit authority or who are “appointed” captain, but as a general metaphor, I don’t think this fits with the typical Product Manager.

I don’t really have an alternate to propose. My example of COO as a better metaphor isn’t perfect, either. Maybe we’re all just utility players…good at many things, great at a few, and master of none.

This comment was originally posted on Twitter

This comment was originally posted on Twitter

So a captain, eh? Given that we must typically lead by example, persuasion, and charm, (rather than force of will), I’m thinking we’re more Picard than, say, Hook.