You will most likely never be the hero. That is part of the job. The team will be praised, stakeholders too.
For all the work that you do that is visible, you will probably have twice as much work, decisions, meetings, negotiations that will happen without public praise, in the background.
It will apparently go unseen. I say apparently because they all stack up towards you and your team’s goals.
So when people see the results but only have knowledge of one third of the work invested towards them, when asked “how?” you can have your small victory and say “magic”.
Quote from Steven Sinofsky’s “The Role of a Product Manager”.
Make sure that all your team clearly knows why they are doing what they’re doing.
If everyone is aligned on the why, the how will come naturally and easier not only from you but from everyone else rowing on the same boat.
Via “Unintuitive things I’ve learned about management”.
The more you go against the current, the more you think and do outside the box, the higher the chance to both fail and win big.
You want both those chances. the first one rewards you with learnings and insights.
However, on your way to get these rewards,
Ben Horowitz brought this point up in his famous 15 years old article: Good Product Manager / Bad Product Manager.
the focus of the PO should be on the what and why, to define the goal, not the how.
In my first years I focused too much on the how. This led to people getting annoyed and not feeling trusted.
You could say I learned this the hard way.
Read Ben Horowitz’s piece on product managers and management.