Blind Spots and Product Managers: A Personal Hiring Lesson

Blind spots aren’t the problem.
Not knowing you have them is.

Over the last few years, I’ve worked with dozens of founders and CEOs, helping them build core teams around their product. One pattern keeps showing up again and again - especially when they’re hiring their first or second product manager.

They want the perfect fit.

Someone who’s already worked in the niche.
Who understands the market.
Has the network.
Knows the tech.
Executes like a machine.
And somehow also builds the product strategy from scratch.

In short: a unicorn.

But here’s what I’ve learned - both through my own experience and through helping others make the right calls.

That’s not what actually works.

Many of my clients start by chasing a candidate who checks every box. They want someone who’s done it all, and can do it all again. But the reality? These people are rare. And even when you find them, they might not be the right fit for you.

Meanwhile, open roles stay open.
Teams stay incomplete.
And competitors keep shipping.

So what if I told you there’s a better, more realistic, and more effective way to hire?

Here it is:

Hire people who know their blind spots.

When it comes to experienced managers - especially product managers - the most valuable trait isn’t deep expertise in everything.
It’s the ability to say:

“Here’s where I’m not strong. And here’s how I close that gap.”

That doesn’t mean they do it all alone.
It means they know how to bring in the right support.
The right person.
The right advice.
The right investment.
Whatever it takes.

A great PM doesn’t say, “I know everything.”
They say, “I know what I don’t know, and I know how to handle it.”

Expertise can be bought.
Self-awareness? Not so much.

And when hiring managers don’t think this way, here’s what happens:

They spend months looking for someone who doesn’t exist.
Or worse - hire someone who pretends to have it all figured out but lacks the humility to ask for help.

In my consulting practice, I’ve seen the opposite approach work every time.

When founders start hiring for self-awareness and adaptability instead of perfection -everything changes.

Time to hire drops.
Onboarding becomes smoother.
Results show up faster.

Not because the person is flawless.
But because they know how to:

— Buy advice
— Delegate
— Learn quickly
— Build the right team
— Focus on impact

No ego. No superhero act. Just momentum.

This works especially well for leadership roles.
Not as much for individual contributors, where tasks are immediate, measurable, and the cost of delay is low. ICs can often be replaced or hired later.

But for managers, it’s a different game.

They’re expected to build systems, adapt teams, and launch processes. Their ability to plug gaps—strategically—is a core part of their value.

So here’s my closing thought:

While you’re busy searching for a perfect match,
your team is waiting.
Your product is stalling.
And your competitors? They’re still moving.

Is chasing a unicorn really worth the delay?