Shape the Story, Err Toward Clarity
On press: good PMs decide what story they want written, then work toward it. They ask reporters questions and assume the reporter is smart. Bad PMs try to answer every question, correct every technical nuance, and assume the press is too dumb to get it. The result is a story shaped by accident instead of intent.
Underneath is a general communication principle: good PMs err on the side of clarity over worrying that they're explaining the obvious. Bad PMs never explain the obvious, and important context silently goes missing.
Explaining the obvious costs a sentence. Failing to explain it costs a shipped misunderstanding. The trade is not close.
“Good product managers err on the side of clarity vs. explaining the obvious. Bad product managers never explain the obvious.”
Key idea
Decide the story you want told, then tell it clearly. When in doubt, over-explain: the obvious usually isn't.