Thanks for responding — you prompt some very important questions.
I think I may have left out a key part of the process here which the product manager is responsible for *before* working with and helping the team. It is a product manager’s job to understand the opportunity and responsibilities within the company. The team needs to build new experiences that deliver to users, customers, or internal customers the tools and features they need to use the product more or better.
The product manager is very involved in this process — both aggregating ideas from customers and users, their team, and key executives, founders, and stakeholders. They usually drive that process, though not always. And the product managers must agree to a set of objectives that the team should be able to drive forward. Note that the resourcing for a team is often done at an executive level, not just at the product management level, so this part of negotiating what responsibilities with what resources isn’t always 100% under the control of the product manager. This is specifically why I differentiate product management from a CEO — in that a product manager has to do the best with the team they are assigned.
At the end of this process though, there should be a very clear statement of purpose for the product manager and their team, and the objectives they should achieve. Note that in the best cases this should *not* include the specific tactics or features a team must deliver. At that point, the best product managers can take these overall company directives to the team and organize the team to help best deliver on them. And ultimately help the team however they can.