“How can I get to manage Product Managers?”
Most PMs don’t understand what it takes to grow as a PM leader (and to get recognized for it)
Let’s solve that… right now
1. Understand success drivers
2. Focus on the right priorities
3. Pick the right manager
And it will also place you in the top 10% compensation band across PMs of all levels—an advantage you can hold through the rest of your PM career.
You will be *expected* to manage PMs in order to help create a high-performing PM team.
This is essential for checking the “Competence” box.
And then, work towards improving the other 2 senses.
But how to do this?
Even if, some day, you want to be CEO, you should know that most “product-focused CEOs” have Product sense as their unfair advantage.
Core = has achieved product-market fit, is (ideally) growing like bonkers, contributes significantly to the company’s top 3 metrics.
This is typically a reliable way to check the “Impact” box.
Ask “whom can I mentor?”
Being an effective PM mentor is a prerequisite for being considered for PM management.
This helps you check the “Potential” box as a leader.
Get your mentees to write a review during your performance cycle.
Creating horizontals is a horizontal.
“How can I become a VP Product?”
Most PM Managers take several years to understand their core job
(and *their* managers might not understand it either)
So let's first solve that.
Along the X-axis is their own confidence level on a decision and on the Y-axis is the impact to the business (positive or negative) of that decision.
Especially as a new manager, you’ll still have a significant chunk of “IC projects". The topic of time management could fill up a whole talk by itself, but I’ll leave you with one framework I’ve found useful.