I read this mostly as "sales guy, stop being like all the other sales guys, none of you ever get it! You lazy asses! Do your job, which, by the way, includes ma

I read this mostly as "sales guy, stop being like all the other sales guys, none of you ever get it! You lazy asses! Do your job, which, by the way, includes making our lives in product management and engineering easier". Sales has (a lot) more than it's fair share of dominant, persistent and driven people. They ask for a lot. Not because they are lazy, but because they've found they often get it. If you can't deal with that, maybe you shouldn't be a product manager. A good product manager understands sales is pushing a boulder up a mountain. They should be patient and supporting. Good ones will direct a sales guy to an existing road map, the feature request/voting process, the exceptions process (for huge deals) for getting features into the next release (which usually means "bring more money to the table"), pre-recorded sessions with other customers/prospects that explain what the product can do in that area (often the sales guys didn't know). All product managers, good or bad, should be protecting the engineers from the worst offenders, and sharing the successes of all sales with their developers. We like to know when you win with our products.