PM has "manager" in the name, but it's not management. Literally everything a good PM does comes from credibility, competence and soft power. A PM's primary mandate is to make a product that benefits the user, but we don't make staffing decisions, do 1:1s, performance reviews or other "management" things. It's why the job is hard.
But I openly acknowledge that PM can be perceived as a tentacle of management, which is why I said it's not necessarily right to follow my current example.
But I openly acknowledge that PM can be perceived as a tentacle of management, which is why I said it's not necessarily right to follow my current example.