Too often, the literature focuses on what PMs should do. But what is the anti-pattern? What should PMs avoid doing?
Trying to do everything
The PM version of gluttony is trying to do everything. Being the “hero” PM does not mean doing everything, it means doing the right things.
Acting like the boss
“CEO of the product” is the PM version of egotism. The job of the PM is to frame the decision, not make it.
Being the designer
PMs trying to solve the usability and design challenges on their own represent PM big-headedness. The design process dramatically reduces time to value. But PMs have to let designers do their work.
Sticking to the role
PMs who obsessively stick to their job description represents the sin of pride. PMs should be above nothing, even QA if that’s what’s needed once.
Starting with solutions
Coming to the team with solutions and features represents PM tyranny. PMs must run democracies. The problem-solution process empowers the team.
Worshipping product sense
Making decisions on PM sense represents PM faith in voodoo. The best PMs use continuous discovery and data to frame decisions for the team.
Being too tactical
Constantly focusing on specs & features is the PM version of narrow-mindedness. It’s critical to do the right work, not all the work, by focusing on strategy and vision.
Taking it too seriously
Getting overwhelmed by the PM calendar and to-do list is the PM version of myopia. It’s just a demanding job. The best PMs handle it with grace and a smile.
Owning the problems
It’s easy to take the problems we’re asked to solve home. This is the PM version of not compartmentalizing. Work is full of problems, but the best PMs don’t let that spillover to their mental state in life.
Ignoring tech debt
Focusing only on features is the PM version of short-sightedness. Building platforms that scale – and minimize debt – builds for the long-term and engenders dev goodwill. The best PMs prioritize tech debt.
The feature treadmill
Most teams get into the build trap where they ship endless features but don’t move outcomes. This is the PM version of running in place. The best PMs avoid output competitions, and move the business forward instead.
Competing with peers
Envy for your product colleague’s titles and accomplishments is never good. Great PMs celebrate and enhance the success of their counterparts. More successful one’s are models and mentors, not competitors.
Complaining
The wrath associated with complaining about colleagues is a toxic trait in PMs. The best PMs shape orgs, but they do so professionally.
Blaming the blocker or stakeholder
It’s easy to shift blame to the reason things took longer on blockers or stakeholders. This is the PM version of sloth. Great PMs push through roadblocks.
Copycat product strategy
Lust for competitor’s success is perhaps the most common PM deadly sin. It’s easy to sell to execs and leadership, but the best PMs prefer what’s best, from first principles, for the user.
