Meeting Product Managers Where They Are

I came across an interesting LinkedIn post recently about the importance of product managers saying "no" - that it's not laziness, but strategy. I couldn't agree more. But it got me thinking about how many PMs struggle with this, especially early in their tenure at a new company.

The Yes-to-No Transition

Here's the thing: when you first join as a PM, you're in full-on sponge mode. You're learning, you're meeting stakeholders, you're trying to understand the product and customers. To do this effectively, you have to say "yes" a lot. "Can you join this meeting?" Yes. "Want to hop on a customer call?" Absolutely.

But at some point - usually a few months in - those yeses need to start becoming nos. And let me tell you, that transition can be really challenging. The very people you've been building relationships with by saying yes are now hearing no, and they're not always thrilled about it.

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The Role of Product Leadership

This is where great product leadership comes in. As product leaders, our job isn't just to set vision and strategy. It's to meet our product managers where they are and give them what they need to succeed.

For that PM transitioning from yes to no? They need air cover. They need you to have their back, to step in when stakeholders push back, to reinforce that the PM's job is to make tough choices.

Adapting to Different PM Needs

But it's not one-size-fits-all. Experienced PMs might just need you to get out of their way and be there when they need support. Struggling PMs need more hands-on coaching and guidance. New PMs need opportunities to learn, but with you as their safety net.

The key is flexibility. Great product leaders adapt their style to what each PM needs. It's about creating an environment where PMs at all levels can grow, make decisions (including saying no), and drive product success.

Wrapping Up

So next time you're working with your PMs, take a moment to consider: are you meeting them where they are? Are you giving them what they need right now? Because that's the secret sauce to building a kickass product org.