Managing Product Managers With Robinhood's Dheerja Kaur

This podcast episode discusses the unique challenges of managing product managers compared to other roles, such as engineering managers. It highlights strategies for effective management of product managers, emphasizing over communication, direct feedback, and open conversations. The role of coaching in product management is explored, with a focus on core product thinking, structured thinking, and strategy. The experiences of product managers in different stages of companies are shared, showcasing the evolution of the role and the necessary skills for success. The progression of expertise in product management is discussed, along with the challenges of transitioning from a product manager to a managing PM role. The chapter also examines the challenges and skills in PM management, emphasizing effective communication, feedback, and building trust. Insights on becoming a manager and transitioning to a leadership position are provided, highlighting the importance of having the right intent and being prepared for difficult tasks. Takeaways • Managing product managers comes with unique challenges that require an over communication style and open conversations to establish trust and provide feedback. • Coaching plays a crucial role in product management, focusing on core thinking, strategy, and decision-making capabilities. • The role of product managers varies depending on the stage of the company, with early stage startups requiring a wider range of responsibilities and established companies focusing on growth and development. • Domain knowledge and first principles thinking are important regardless of company stage, and expertise is valuable in driving product thinking and progress. • Transitioning from a product manager to a managing PM role involves understanding the responsibilities and growth opportunities, setting clear expectations for future PMs, and making decisions to scale the business. • Effective communication, feedback, and building trust are essential in PM management, with a focus on unstructured feedback and tight relationships with PMs. • Becoming a manager and transitioning to a leadership position requires the right intent, preparation for difficult tasks such as firing employees, and a shift in perspective towards connecting product vision with company strategy.