Qualities of an Outstanding Product Manager

I've interviewed 100+ product managers over the past decade. Many candidates talk about "managing up" or "stakeholder alignment." They’ll mention how they work with other product managers. And yes, that’s part of the job. But the best PMs I've hired understood something extra: their pod was their first team. Here's what I look for in hiring: They invest in pod relationships first. Top performers dedicate time to creating shared context with designers and engineers. They know that if everyone understands the strategy and goals, the products are more likely to hit their target metrics. They speak multiple functional languages. The best PMs I've worked with could have conversations that crossed business requirements with technical specs, user research and design principles, and engineering constraints to roadmap decisions. They became fluent in the languages of their first team. They don’t spend too much time with other product managers. The product management weekly sync is most of the time they spend with other PMs. The rest of the time is working cross-functionally. When your pod is your first team, you're not managing a project—you're creating a community of builders. The interview question I always ask: "Tell me about a time when your engineering and design partners disagreed. How did you handle it?" The best answers never involved escalation or authority. They involved understanding, facilitation, and creative problem-solving. What's the strongest cross-functional relationship you've built as a PM? *** ❤️ I coach product leaders on how to build high-performing teams. ✏️ Subscribe to my newsletter at https://lnkd.in/gMhUnXih 🛎️ Follow me here on LinkedIn for more stories about improving product culture.

Having a sense of purpose helps Product Managers (PMs) stand out, exhibiting distinct behaviors that set them apart from their peers. I have observed that PMs who are purposeful seem to work a bit differently than others in the way it influences their decision-making, leadership style, and overall approach to their role. 💜 Clear Vision and Goals: PMs with a strong sense of purpose have a clear vision for the product they are managing and set meaningful goals aligned with that vision. They understand the impact their product can have on users and the market, which drives them to create products that truly matter. 💜 Customer-Centric: They prioritize the needs, pain points, and aspirations of their customers. They empathize with customers' challenges and work diligently to create solutions that improve their lives. This customer-centric focus guides their product development efforts. 💜 Innovation and Creativity: A sense of purpose encourages PMs to think outside the box and seek innovative solutions. They are more likely to explore unconventional ideas and take calculated risks, aiming to push the boundaries of what's possible with their products. 💜 Resilience and Determination: They are more resilient in the face of challenges and setbacks. They are driven by their belief in the value of their product and are more likely to persevere through obstacles, iterating and improving until they achieve their desired outcomes. 💜 Collaboration and Communication: They are adept at rallying cross-functional teams around a shared mission. They are effective communicators, capable of conveying the product's purpose and inspiring others to contribute their best work. 💜 Decision-Making Alignment: Purpose guides decision-making. They can quickly assess whether a feature, change, or decision aligns with their product's core mission. This helps them make choices that consistently drive the product forward. 💜 Ethical Considerations: A well-defined purpose also helps PMs make ethical decisions. They are more likely to consider the ethical implications of their product's features and impact, ensuring that their work contributes positively to society. 💜 Measuring Success: They often define success beyond just metrics and financial gains. They measure success in terms of how well their product fulfills its intended purpose and positively impacts users' lives. 💜 Continuous Learning and Improvement: They are motivated to constantly learn and improve. They seek feedback, analyze data, and iterate on their product to ensure it continues to fulfill its purpose effectively. 💜 Valuing Others over Self: They prioritize the well-being and success of their team members and stakeholders over personal recognition or accolades and build strong, motivated teams that are dedicated to achieving the shared mission and creating a lasting impact. Tag purposeful PMs that you know #purposefulproductmanagers #productmanagement #productleadership #leadership #purpose

As head of our product organization at Chase, I often think about how and what we’re delivering to customers, but I recently reflected on the vital role of product managers. While some may view it as merely administrative, in my opinion this couldn't be further from the truth. Product managers are the driving force behind strategy and exceptional experiences, whether for external customers or internal users. Our role demands a deep connection to both the product and its users. Three essential qualities we all have: Customer Obsession: Go beyond empathy by diving into data and insights to understand user behavior, pain points, and opportunities. Decisions should be data-driven, ensuring the product evolves with user needs. Strategic Leadership: Product managers must define and drive the product vision, setting strategies that align with company goals. This involves fostering alignment across cross-functional teams and building strong relationships with stakeholders to ensure everyone is working toward a shared vision. Accountability: Own the outcomes, whether good or bad. Exceptional product managers embrace challenges, learn from mistakes, and continuously iterate to improve. They step into gray areas, connecting the dots to drive cohesive and successful outcomes. This role is strategic and high-impact, requiring us to lead with intention, push boundaries, and always advocate for the user. #productmanagers #productdevelopment

What does it take to be a great product manager, regardless of product type? It all starts with the raw materials. Great PMs can be molded, but only if we start with the right ingredients. However, without each of these critical skills - all of which are more ingrained than teachable - it's a lost cause. So what does it take? EMPATHY Are humans their center of gravity? Can they truly and authentically inhabit another human being's experience in the world, and can they connect with the emotional elements? Can they truly feel the joys, the struggles, and use that to inform their approach? This applies not just to customers, but to team members. CURIOSITY Are they students of the world? Are they constantly observing everything that's happening around them, and asking how it could be better? Are they just as skilled at unlearning something as learning it? Curious individuals can expound on the products they use and love, with savvy insights on why those products are powerful. ANALYTICS Our world is shockingly complex. There are so many layers, so many variables. They should have a knack for decomposing complex issues into their component parts, and in doing so providing simplified and understandable models of a messy reality. This is not just the key to high impact decision making, but to communicating a clear vision. They should also be able to synthesize the component parts of the problem back into a whole product solution. COLLABORATION Product managers are not creators, they are editors. All the answers we need exist around us, in the hearts and minds of our customers and team members. We just have to discover them, and edit them into something that makes sense to the world. To do that in a genuine, authentic way requires a healthy dose of humility. It also requires people to truly, deeply believe in the one team philosophy, that they are effectively useless without the team. Listen for "we." GRIT How many times can they take a punch before staying down? The only answer is "as many as it takes to get to where we need to go." These individuals are unbreakable -- they won't win every battle (they lose often), but they never lose the war. They are fervent optimists, convinced of a better future, but brutal pragmatists, embracing the harsh reality of their current moment. They are not naive. They live the Stockdale Paradox. When you ask them about failure and struggle, they will have plenty of stories, and embrace each without bitterness or regret, because it was just one punch they took on the way to where they wanted to get. EMOTIONAL MATURITY Feelings are not easily hurt and does not expect special consideration. Is not a chronic ‘fault-finder’ and is not prone to envy or jealousy. Does not rush to blame others. Not threatened when others disagree with them. Non-judgmental.

~The biggest mistake you can make... as a Product Manager has nothing to do with prioritizing products and features. It has everything to do with how you prioritize your time. ~Attending every standup? (Nope. Engineers are grownups.) ~Writing flawless product requirements? (Nah. That’s what AI is for.) ~Babysitting the Jira board? (No. Empower the team.) Great PMs spend their time differently. Getting to know their customers. Understanding the business. Knowing the why. 1. If your sales team knows your customer better than you… 2. If finance understands the business better than you… 3. If anyone else is clearer on the why... Then you’re not spending your time like you should. You won’t make your greatest impact isolated in Product & Engineering Land. Get outside of the bubble. Spend your time where it matters most— so that you can deliver what matters most. - 📌 P.S. Ironically, the less time you spend hovering around your engineering team, the more value you’ll bring to them (by showing up with clearer context, well defined problems, and a stronger sense of purpose and direction).

The Unwritten Job Description of a Product Manager: I used to think Product Management was about building features and owning roadmaps. But the reality? Every day starts with a list of challenges that no single person can solve alone. The answers aren’t sitting in a document or owned by one team—they require navigating ambiguity, aligning stakeholders, and communicating effectively. Here are three lessons I keep coming back to: 🔹 Problem-Solving in Uncertainty: PMs don’t get neatly packaged problems. Instead, we get: “This isn’t working, but we don’t know why.” My approach? Break it down. What does success actually look like? What’s the simplest way to test a hypothesis? Who else might have a missing piece of the puzzle? 🔹 Influence Without Authority: Just because something is my top priority doesn’t mean it’s anyone else’s. Getting buy-in across teams means understanding their incentives and framing ideas around what’s in it for them. If a partner team resists, I pause and ask: What would make this a ‘must-do’ for them? Are they blocked on something I can help with first? 🔹 Communication: Right vs. Too Much: People want to feel heard and respected—but they also don’t want to drown in unnecessary meetings/emails/slacks. The balance I aim for: ✅ Quick updates for those who need context, not details. ✅ Deep discussions where alignment is critical. ✅ Over-communicating early, so I don’t have to chase approvals later. At the end of the day, Product Management isn’t about having all the answers—it’s about asking better questions. What are the biggest lessons you’ve learned as a PM? Let's share!

3 traits that the best product managers have that most PM interviews miss completely: 1. Curiosity The best PMs can't help but tinker. They're constantly exploring and building things - not because they have to, but because they're genuinely fascinated by how things work. So consider asking: "What have you built or explored recently just because you were curious? What do you tinker with in your free time?" 2. Craft The best PMs obsess over quality. They sweat the small details and push for excellence because anything less would feel wrong. So consider asking: "Tell me about when you were obsessed about a product detail that others may have missed." 3. Customer The best PMs prioritize what's best for customers and their company over themselves and their immediate team. So consider asking: "Tell me about when you had to make a tough call between customer, company, and team needs." Look for these 3Cs when interviewing PMs and I promise you'll hire a great one.

In 2017, David Gasca, Director of Product Management at Google, shared his thoughts on the four layers that constitute a good PM. Ranked by importance, these were Mindset, Getting Things Done, Team Leadership, and Product Expertise. Mindset: Both in startups and large companies, the mindset of decision-makers can make or break a product. Customer obsession combined with empathy, skepticism when needed, and an ability to lead a team towards a shared vision is essential for creating a great product. Getting Things Done: PMs have to work across the development pipeline and the product to accomplish tasks. The ability to break down problems, create a roadmap supported by credible evidence, prioritize features and issues, and communicate with stakeholders from multiple disciplines (Design, Engineering, Business Development, C-Suite) is crucial for ensuring smooth product development from start to finish. Team Leadership: The role of a Product Manager is comparable to that of a conductor in an orchestra. The conductor ensures that everyone is playing the right tune by making sure everyone knows their role, is on the same page with what is going on, and gets whatever they need to be effective. Product Expertise: A Product Manager must be able to wear multiple hats and possess at least a foundational level of expertise in various facets of the product. This can involve participating in Architecture Design with Software Engineers, conducting UI Reviews with Design Teams, strategizing with Business Teams, or setting KPIs/Metrics with Growth Teams. It's always fantastic to gain insight into the advice from some of the best in the industry!

As a PM, you have to be the expert in your user. In this episode, 20+ year PM George Harter (a 'Super IC PM') breaks down his two part strategy to: 1. Listening tour 2. Surveys — Tune in for his methodology and much more - like navigating leadership challenges to the future of AI and product management. Apple: https://lnkd.in/eAEVwr3u Spotify: https://lnkd.in/eyt7agKj YouTube: https://lnkd.in/ehi7Sn5D — Thank you to our sponsors: ‪Attio‬: The next generation CRM - https://lnkd.in/e9aZFheX ‪Sprig‬: Build products for people not data points - https://lnkd.in/ekSMEwQm ‪Cello‬: All-in-one platform for partner & user referrals - www.cello.so/productgrowth — Here were my favorite takeaways: 1. Know Your Users Like Your Best Friends Product managers must develop a deep understanding of their users’ needs and pain points. This knowledge should be so ingrained that PMs can answer questions about user behavior and preferences without needing to consult additional resources. Without this deep user knowledge, PMs risk losing credibility and slowing down the development process. 2. Value of In-Person User Interviews Conducting user interviews in person provides richer insights than zoom calls. In-person conversations allow product managers to: - Observe body language and non-verbal cues - See the user's full work environment and context - Notice subtle reactions that might be missed on video calls - Build stronger rapport with users These advantages lead to a more comprehensive understanding of user behavior, pain points, and the overall user experience, ultimately resulting in better-informed product decisions. 3. The Power of the Humble Survey Surveys are a crucial tool in a product manager's arsenal. They help validate and prioritize insights gathered from user interviews. Survey results provide quantitative data to support product decisions. George on how to carry out a survey: - Use simple, focused surveys (e.g., drag-and-drop ranking of pain points) - Aim for at least 100 survey responses to gain statistical validity Surveys, when used effectively, can bridge the gap between qualitative user interviews and data-driven decision making. This enables product managers to justify their roadmap choices and gain stakeholder buy-in. 4. Timing Matters in Career Transitions As a Product Manager seeking to switch industries or roles, timing can be crucial. Strategic job searches can significantly improve outcomes for PMs looking to make a change. For example, look for opportunities during periods of economic growth when companies are more willing to take chances on candidates without specific industry experience. — What was your favorite moment from the episode?

Want to know the true superpower of a great Product Manager? It's EMPATHY! But what exactly is empathy, and why should you master it? Empathy is your ability to: • deeply understand your customers, • connect with them, and • grasp the problems they have. It's a genuine desire to find the best solutions to address their needs. 💡 There's a lot of truth in that famous saying: "Fall in love with a problem, not a solution." But... many product managers focus on features and requirements collected from customers without understanding the underlying problems they have. And this is where it gets tricky. Building products without empathy and a problem-centric approach leads to: 1. Suboptimal Solutions since you haven't been clear on what needs optimizing. 2. No Clear KPIs and goals, since you don't have a connection to the underlying problem. 3. No Value communication due to the lack of a strong link to the problem you're solving. 4. Low Adoption rates, as other customers may not have the exact requirements for the features you've implemented. The good thing is that it's easy to fix. 1. Embrace the problems. 2. Get to know your customers. 3. Don't fixate on a specific solution.     It will help you harness the power of empathy as a product manager and create the best solutions that make a real impact. And next time you release a solution to the problem that you know Marie or Bill have, I can guarantee you will achieve better product success and have much happier customers. 💡 P.S. If you believe in the impact of empathy, give this post a ♡ and let's spread the message about its importance in our product management journey! PPS. Image by wayhomestudio on Freepik #ProductManagement #EmpathyMatters #Innovation #ProductLeadership #PlatformProductStrategy