Author here, thanks for sharing your feedback. To your point, product is a high-stress, demanding role, and in reality, you might not hit every item from this list all the time. This ambitiously attempted to define greatness from when I've been fortunate to get there, see it, or be part of it. Getting to greatness can be done; it's just hard to achieve. I think it deserves that caveat up front, and I will update it.
I also agree that low-level teams might be very far removed from strategy, especially in large orgs. However, that team should have a clearly defined goal or mandate instead. So much of the product is context-driven, and the first few drafts were 3-4x longer to account for these differences between organizations, hierarchy, teams etc. I removed most of that to focus more on basic principles because this guide was starting to look like it was written by Charlie Kelly chasing Pepe Silvia accounting for all the edge cases :)
I also agree that low-level teams might be very far removed from strategy, especially in large orgs. However, that team should have a clearly defined goal or mandate instead. So much of the product is context-driven, and the first few drafts were 3-4x longer to account for these differences between organizations, hierarchy, teams etc. I removed most of that to focus more on basic principles because this guide was starting to look like it was written by Charlie Kelly chasing Pepe Silvia accounting for all the edge cases :)