{"id":20500,"date":"2019-06-03T17:00:31","date_gmt":"2019-06-03T16:00:31","guid":{"rendered":"https:\/\/www.intercom.com\/blog\/?p=20500"},"modified":"2024-07-12T17:37:03","modified_gmt":"2024-07-12T16:37:03","slug":"evolving-your-product-management-career-ladder","status":"publish","type":"post","link":"https:\/\/www.intercom.com\/blog\/evolving-your-product-management-career-ladder\/","title":{"rendered":"Steps to success: The importance of a clear career path for product managers"},"content":{"rendered":"<p>Product Management is an elusive craft. We all think we know what we\u2019re talking about, but when it comes down to it, the difference between great, good and not quite good enough can be pretty slippery.<\/p>\n<p>And what makes this even harder is that, because PMs own so few clear deliverables (such as code or designs), it can be tricky to pinpoint what exact impact a PM had on a team. The result is that performance reviews can be hard to do well, consistently, across multiple managers. In reflecting on the reviews we\u2019ve delivered, we\u2019ve found that it\u2019s too easy to be overly reliant on peer feedback and thus too ad hoc in the areas we\u2019ve focused on.<\/p>\n<h2 id=\"career-ladders-to-the-rescue\">Career ladders to the rescue<\/h2>\n<p>This is where career ladders come to the rescue. Career ladders serve multiple purposes:<\/p>\n<ul>\n<li>They make it clear to folks on your team (and to their colleagues who do peer reviews) what\u2019s expected of the role.<\/li>\n<li>They make it clear what\u2019s expected of them to get a promotion (which is really the main question everyone has).<\/li>\n<li>They make it easier to do fair, consistent, well-weighted performance reviews.<\/li>\n<\/ul>\n<p>But, frankly, they\u2019re a pain in the ass to write. <!--We procrastinated and deprioritized updating ours for ages, until finally our PMs made it clear that role ambiguity was one of their biggest frustrations. So we just completed a major revamp of our ladder.--> It took four of us to get our latest ladder over the line (thanks, <a href=\"https:\/\/www.intercom.com\/blog\/author\/colinbentley\/\" target=\"_blank\" rel=\"noopener noreferrer\">Colin<\/a> and <a href=\"https:\/\/www.intercom.com\/blog\/author\/paigecostello\/\" target=\"_blank\" rel=\"noopener noreferrer\">Paige<\/a>)!<\/p>\n<blockquote class=\"pullquote-style-two\"><p>&#8220;Having a solid framework for framing the discussion is a big step forward&#8221;<\/p><\/blockquote>\n<p>Of course, there\u2019s still heaps of ambiguity and subjectivity. As our colleague Paul Murphy <a href=\"https:\/\/www.intercom.com\/blog\/product-designer-career\/\" target=\"_blank\" rel=\"noopener noreferrer\">recently wrote<\/a>: \u201cPeople tend to ask a simple question: \u2018What do I need to do to get promoted?\u2019 However, this question rarely has a simple answer. Getting promoted is usually more nuanced than just nailing a series of discrete tasks.\u201d But having a solid framework for framing the discussion is a big step forward.<\/p>\n<p>So we\u2019re sharing our ladder in the hope that it can act as inspiration when considering what the PM career ladder should look like in your own organization.<\/p>\n<h2 id=\"our-approach-to-evolving-the-ladder\">Our approach to evolving the ladder<\/h2>\n<p>The first part of the challenge is choosing the \u201cbuckets.\u201d There are <a href=\"https:\/\/www.intercom.com\/blog\/the-product-manager-chameleon\/\" target=\"_blank\" rel=\"noopener noreferrer\">so many aspects to being a successful PM<\/a>, and <a href=\"https:\/\/medium.com\/@noah_weiss\/10-traits-of-great-pms-a7776cd3d9cd\" target=\"_blank\" rel=\"noopener noreferrer\">lots<\/a> of <a href=\"https:\/\/blackboxofpm.com\/managing-and-developing-product-managers-2f9a3963fab6\" target=\"_blank\" rel=\"noopener noreferrer\">great<\/a> <a href=\"https:\/\/hackernoon.com\/how-to-get-into-product-management-78c58bd9c8cf\" target=\"_blank\" rel=\"noopener noreferrer\">articles<\/a> articulating these. But just amalgamating these into a long laundry list of skills and attributes isn\u2019t helpful enough. So ultimately we arrived at five big buckets \u2013 called \u201cskill areas\u201d \u2013 and then we had two to four discrete areas within them, leading to 17 in total. \ud83d\ude2c (Hmm, maybe we\u2019ll cut that down next time around.)<\/p>\n<p>Our goal was to ensure we had space for the wide range of important feedback that we\u2019ve given to folks on our team over the years. We wanted to ensure reality (well, at least our experience) was informing this, rather than theory.<\/p>\n<blockquote class=\"pullquote-style-one\"><p>&#8220;Our goal was to ensure we had space for the wide range of important feedback that we\u2019ve given to folks on our team over the years&#8221;<\/p><\/blockquote>\n<p>Here are some highlights of our thinking for each of the areas:<\/p>\n<h3>1. Insights driven<\/h3>\n<p>The need to be close to your customers is a given, but most PMs have a natural tendency toward either people or numbers. Both are needed, and both require very different skill sets. We love hearing from a PM who has <a href=\"https:\/\/www.intercom.com\/blog\/what-energizes-a-product-manager\/\" target=\"_blank\" rel=\"noopener noreferrer\">customer anecdotes<\/a> close to hand for almost any conversation but also has numbers to back up their important claims. There\u2019s almost no phase of work that doesn\u2019t rely on this. A PM who <a href=\"https:\/\/www.intercom.com\/blog\/the-blind-product-manager\/\" target=\"_blank\" rel=\"noopener noreferrer\">drifts away from their customers<\/a> is a PM in trouble.<\/p>\n<h3>2. Strategy<\/h3>\n<p>This skill ebbs and flows in importance depending on where a team is at, and usually leadership provides clear direction on this front. The <a href=\"https:\/\/www.intercom.com\/blog\/where-do-product-roadmaps-come-from\/\" target=\"_blank\" rel=\"noopener noreferrer\">product roadmap<\/a> should be the translation of strategy into execution. If the company strategy isn\u2019t giving much clarity to their teams, the best PMs also frame the roadmap conversation around the right level of strategic debate. Always much harder to do in practice than in principle.<\/p>\n<h3>3. Execution<\/h3>\n<p>We believe that how you execute has a huge impact on success. So in this bucket we\u2019ve explicitly tied in our R&amp;D principles to what we\u2019re evaluating our team on: 1) <a href=\"https:\/\/www.intercom.com\/blog\/does-your-solution-solve-the-right-problem\/\" target=\"_blank\" rel=\"noopener noreferrer\">start with the problem<\/a>, 2) <a href=\"https:\/\/www.intercom.com\/blog\/when-a-cupcake-becomes-a-wedding-cake\/\" target=\"_blank\" rel=\"noopener noreferrer\">think big, start small<\/a> and 3) <a href=\"https:\/\/www.intercom.com\/blog\/shipping-is-the-beginning\/\" target=\"_blank\" rel=\"noopener noreferrer\">ship to learn<\/a>. And though we don\u2019t have a principle on this, we&#8217;ve included \u201cship the whole customer experience\u201d (hat tip to <a href=\"https:\/\/blackboxofpm.com\/managing-and-developing-product-managers-2f9a3963fab6\" target=\"_blank\" rel=\"noopener noreferrer\">Brandon Chu<\/a>).<\/p>\n<h3>4. Driving outcomes<\/h3>\n<p>This skill seems so obvious to include, but it&#8217;s actually new for us to explicitly call out. It\u2019s critical that our PMs are <a href=\"https:\/\/www.intercom.com\/blog\/great-product-managers-dont-spend-time-on-solutions\/\" target=\"_blank\" rel=\"noopener noreferrer\">focused on impact<\/a> and are prioritizing initiatives with this in mind. (But we\u2019ve deliberately ensured that outcomes don&#8217;t come at the cost of shipping. You can\u2019t have an outcome without shipping something, and the faster you ship, the quicker you learn how to make it better.)<\/p>\n<h3>5. Leadership behaviors<\/h3>\n<p>There are so many to potentially include here, but ultimately we agreed on four: communication, collaboration, ownership and decisiveness. Communication and collaboration are no-brainers. Ownership isn\u2019t quite what it sounds like \u2013 it\u2019s about doing whatever it takes, and never optimizing for a local product area over the greater good for Intercom. And also it\u2019s about being &#8220;on top of your shit.&#8221; That phrase didn\u2019t make it into the ladder, but it\u2019s there in spirit. And of course it\u2019s important to evaluate your team against your company&#8217;s core values \u2013 ours include values like having a growth mindset and being confident yet humble.<\/p>\n<p>Defining these skill areas was just the first part of the work. To complete the document, we articulated our expectations for each level, from Associate to Principal. We&#8217;re now focused on building a second ladder that plots the management path to help our PMs decide the right route for them (and to help us progress too). We\u2019ll share that with you when we get there.<\/p>\n<h2 id=\"%f0%9f%91%89-check-out-the-full-career-ladder-%f0%9f%91%88\">\ud83d\udc49 Check out the full career ladder \ud83d\udc48<\/h2>\n<p>So you probably just jumped down to this section, right? Fair enough \u2013 here&#8217;s our <a href=\"https:\/\/www.intercom.com\/blog\/wp-content\/uploads\/2019\/05\/Intercom-PM-job-ladder-Logo.pdf\" target=\"_blank\" rel=\"noopener noreferrer\">PM career ladder PDF<\/a> with all the details.<\/p>\n<p>And while you&#8217;re here, you may as well check out our <a href=\"https:\/\/www.intercom.com\/blog\/careers#roles\" target=\"_blank\" rel=\"noopener noreferrer nofollow\">open PM roles<\/a> in London, Dublin and San Francisco. \ud83d\ude0a<\/p>\n<hr \/>\n\n","protected":false},"excerpt":{"rendered":"<p>Career ladders make it clear to product managers what\u2019s expected of the role and what\u2019s expected of them to get a promotion. Learn what we focused on in our PM career ladder.<\/p>\n","protected":false},"author":406,"featured_media":20504,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"category":[5],"tags":[4115,343,62,146],"coauthors":[17109,432],"class_list":["post-20500","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-product-and-design","tag-career","tag-careers","tag-product-management","tag-recruitment"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.3 (Yoast SEO v27.3) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>The Importance Of A Clear Career Path For Product Managers<\/title>\n<meta name=\"description\" content=\"Career ladders make it clear to product managers what\u2019s expected of the role. 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