The end of this video took me out. #productmanagement
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Building a Strong Product Management Career Ladder  🚀 📈
Product management is essential for companies seeking to build great products that customers love. Yet confusion remains about PM career paths and advancement, which can frustrate talent and hinder product success. Some companies split out Product Owner and Product Management roles, giving the POs no strategy exposure and treating them like waiters. Many companies frequently don’t have consistent naming conventions or career ladders for PMs.
Here is how I define PM roles and how we think about progressing from one to the other.
Associate PM: Learns foundational PM principles, managing smaller feature scopes, and shadowing senior PMs to grasp the craft. Primarily focused on tactical execution while gaining exposure to strategic aspects.
PM: Drives product strategy and vision for a feature or small product, heavily involved in daily tactical activities collaborating with cross-functional teams.
Senior PM: Handles complex products, like launching new product lines, integrating more strategic and operational tasks alongside ongoing execution.
Director: Manages product managers, defining strategies for large feature sets or products, aligning them with portfolio strategies, and enhancing team efficiency.
VP: Sets strategy for a product line or small portfolio, balancing operational and strategic activities, ensuring alignment with company goals, and developing team members.
CPO: Oversees all products and portfolios across a company, orchestrating complex portfolio strategies and ensuring alignment with the company's financial objectives.
Why the Ladder Matters?
This ladder allows talented PMs to progress into influential strategic roles without shifting careers. It also lets companies develop the senior leaders they desperately need internally.
However, most organizations lack thoughtful PM advancement, causing frustration and lost talent. Defined levels enable managers to purposefully nurture high-potential PMs rather than relying solely on outside hires for key roles.
In the end, prioritizing PM development improves retention, aligns vision, and accelerates product success from top to bottom. The role is just far too critical to neglect.
Let me know what you see as the biggest challenges for advancing PM careers in the comments!
Take the Next Step in Your PM Journey! To further refine your product management skills, check out Product Institute courses, empowering you with frameworks to navigate product strategy confidently.
Claim $200 off our Product Management Foundations course using code HOLIDAY by December 31. You can use it on top of the discount you get when adding two deep dive courses! Learn more:Â https://lnkd.in/gKrpruPW
You can also find more product management wisdom in 'Escaping the Build Trap' available here. https://lnkd.in/gH4GVpQa
#ProductManagement #CareerPath #ProductLeadership #CareerGrowth
Product management is essential for companies seeking to build great products that customers love. Yet confusion remains about PM career paths and advancement, which can frustrate talent and hinder product success. Some companies split out Product Owner and Product Management roles, giving the POs no strategy exposure and treating them like waiters. Many companies frequently don’t have consistent naming conventions or career ladders for PMs.
Here is how I define PM roles and how we think about progressing from one to the other.
Associate PM: Learns foundational PM principles, managing smaller feature scopes, and shadowing senior PMs to grasp the craft. Primarily focused on tactical execution while gaining exposure to strategic aspects.
PM: Drives product strategy and vision for a feature or small product, heavily involved in daily tactical activities collaborating with cross-functional teams.
Senior PM: Handles complex products, like launching new product lines, integrating more strategic and operational tasks alongside ongoing execution.
Director: Manages product managers, defining strategies for large feature sets or products, aligning them with portfolio strategies, and enhancing team efficiency.
VP: Sets strategy for a product line or small portfolio, balancing operational and strategic activities, ensuring alignment with company goals, and developing team members.
CPO: Oversees all products and portfolios across a company, orchestrating complex portfolio strategies and ensuring alignment with the company's financial objectives.
Why the Ladder Matters?
This ladder allows talented PMs to progress into influential strategic roles without shifting careers. It also lets companies develop the senior leaders they desperately need internally.
However, most organizations lack thoughtful PM advancement, causing frustration and lost talent. Defined levels enable managers to purposefully nurture high-potential PMs rather than relying solely on outside hires for key roles.
In the end, prioritizing PM development improves retention, aligns vision, and accelerates product success from top to bottom. The role is just far too critical to neglect.
Let me know what you see as the biggest challenges for advancing PM careers in the comments!
Take the Next Step in Your PM Journey! To further refine your product management skills, check out Product Institute courses, empowering you with frameworks to navigate product strategy confidently.
Claim $200 off our Product Management Foundations course using code HOLIDAY by December 31. You can use it on top of the discount you get when adding two deep dive courses! Learn more:Â https://lnkd.in/gKrpruPW
You can also find more product management wisdom in 'Escaping the Build Trap' available here. https://lnkd.in/gH4GVpQa
#ProductManagement #CareerPath #ProductLeadership #CareerGrowth
Heard of the product death cycle by David Bland? It's when we add everything customers ask for without really understanding what they need. Customers aren’t responsible for solving their own problems; that's our job as product managers. Understanding their problems deeply and finding solutions is key.
This is the action we see by what I call the 'waiter' type of Product Manager in Escaping the Build Trap. They are reactive, not strategic. They take requests from stakeholders and customers without deeply understanding problems, prioritizing deadlines over understanding the why.
So, how do we fix this? Product managers shouldn't just take requests and slap it on the roadmap. Instead, let's get into the problems and uncover the solutions through good research and experimentation. Flip that focus from 'When?' to 'Why?' and don't shy away from a little pushback when it's needed.
#ProductManagement #ProductInstitute #SkillDevelopment #ProductLeadership #ProductManagers
This is the action we see by what I call the 'waiter' type of Product Manager in Escaping the Build Trap. They are reactive, not strategic. They take requests from stakeholders and customers without deeply understanding problems, prioritizing deadlines over understanding the why.
So, how do we fix this? Product managers shouldn't just take requests and slap it on the roadmap. Instead, let's get into the problems and uncover the solutions through good research and experimentation. Flip that focus from 'When?' to 'Why?' and don't shy away from a little pushback when it's needed.
#ProductManagement #ProductInstitute #SkillDevelopment #ProductLeadership #ProductManagers
