Here's why product managers should really be called experience managers:

1. Product focuses on a product, its features, etc. Good start, but experience focuses on the user/client perception of the product, which matters much more than the product itself.

2. Product focuses on the product. Experience focuses more broadly, considering how the product is used, who is using the product, what users/clients need to know before, during, and after use, why the problems solved by the product matter to the user/client, etc. The additional insight about what users/clients want to accomplish is innovation and creativity fuel for your team.

3. The best product managers are experience managers already, focusing on FAQs, documentation, support, user stories, collaboration between organizational functions (i.e., translating sales and marketing for engineering and vice versa). Might as well start owning the role formally.

Here's how to become a great experience manager in just 5 sentences (assuming you're already a great product manager):

1. Humanize users, clients, and teammates to build empathy between teammates and stakeholders (e.g., personas, participatory design, direct observation, day-in-the-life).

2. Ask, understand, and, especially, observe what users, clients, sales, and marketing want to accomplish (specifically do not ask what they want).

3. Create and maintain a detailed experience map and experience roadmap that includes formally users/clients as stakeholders.

4. Have the courage to ask dumb questions and question assumptions, the foundation of "design thinking".

5. Welcome and appreciate any opportunity to gather feedback first-hand, whether through observation, listening in on a sales call, or using embedded analytics.