Are Your Expectations Toward Your PMs High Enough?

YOU Are Setting the Standard: Expectations and Ambition.

As product leaders, we shape the standards for our teams. And I think in too many cases, product leaders are not setting high enough standards. Let me explain.

I’ve been seeing a trend on social media (LinkedIn, in most cases) where product managers and even product leaders argue that the concepts and frameworks thought leaders (including myself) share and promote are overly ambitious.

The guidelines and frameworks I share in STRONG Product People and my "Definition of Good'' from the PMwheel have been criticized for being “a stretch goal.” The same applies to every book or blog post written by Marty Cagan, Melissa Perri, or Teresa Torres.

While these frameworks might simplify things for the sake of better readability and digestibility, I can attest that I have seen these ways of working in action. I've worked that way, had colleagues who thrived under these expectations, and watched numerous clients excel by embracing these standards.

From countless studies, talks, and publications, we know that having ambitions and high expectations significantly increases our likelihood of succeeding. Here are just a few of them in case you’d like to explore this topic: 

I think all of that research tells us that having high expectations is a good thing. And so my question to you is: Are your expectations toward your PMs and everyone in your product organization well calibrated, pointing too high, or is everything gravitating toward mediocre?

But before we get too much further, it’s also worth asking: Are your expectations for yourself high enough? Quoting my fellow product coach Shaun Russell, “High expectations with poor leadership is a dangerous combination.”

Let’s unpack that for a second. It's important to recognize that high expectations for the team alone are not enough. They must be accompanied by high standards of leadership. Leaders must model the behaviors they wish to see from their team members. High expectations with poor leadership is a dangerous combination that can lead to burnout and failure. Ensure that you as a leader are up to the task of guiding your team to meet these ambitious goals.

At this point, I need to state a related but slightly distinct point: High expectations must be accompanied by the necessary support and coaching. Setting expectations too high without support can lead to even worse results.

Yet, all too often, the problem I see out there is not about expectations being too high—it’s quite the opposite. Let’s take a closer look.

Wondering what low expectations look like? A few scenarios to watch out for

What do I mean when I say most leaders are setting their expectations for their teams too low? Here are a few examples.

1. Your team is not be as good as you think they are

If you have a team of people who you get along with on a personal level and who are at least making minimal effort and okay-ish progress, it can be easy to think of this as an ideal scenario. But a lack of conflict and a good sense of personal harmony is not the same thing as having a high-performing team. Make sure you're not mistaking a pleasant working atmosphere for a team that's performing at optimal capacity.

I’d suggest you consider each of these topics and ask yourself the following questions:

  • Customer-centricity and value creation: Are we consistently delivering products and features that meet or exceed our customers’ needs and expectations and how are we measuring this?

  • Collaboration and communication: How effectively do team members collaborate and communicate across different functions (e.g., design, development, marketing) and what evidence do we have of seamless cross-functional work?

  • Innovation and adaptability: How frequently and effectively does our team innovate and adapt to changes in the market or customer feedback and what processes do we have in place to facilitate this?

  • Metrics and outcomes: Are our key performance indicators (KPIs) and metrics aligned with our strategic goals and do we regularly review and adjust our actions based on these metrics to ensure we are on track?

  • Team development and knowledge sharing: Do all team members actively invest in their personal development and contribute to optimizing our product operating model? Do they regularly share their learnings and insights with peers to enhance our collective product craft?

If you see room for improvement after reflecting on your team’s performance and you’d like to do something about it, take some time to review your company’s role descriptions; revisit or create your own definition of what makes a good, competent PM; and consider using some type of PM assessment to get a benchmark and understand the status quo at your company. The benefit of the last step is that it will give you a company-agnostic definition of good, so you’re less likely to be swayed by any personal biases or the influence of your specific company culture.

Or you may be experiencing a different but related situation, where you had high expectations but were also overly ambitious in forcing structure, process, and principles on your team because you wanted them to succeed. But instead you ended up with poor results and a team that was so constrained by the structures around them that they stopped thinking for themselves and pushing for greater results. A heavily structured environment often indicates a lack of trust in your team’s abilities. The more talented and capable your people are, the less structure you need.

To overcome this, simplify your processes and empower your team to make their own decisions. Trust your people! Yes, this means they’re likely to make mistakes, but it also means they’ll be learning and growing, which will ultimately make them even better.

2. Your standards are too low

Instead of calling the ways of working some thought leaders are promoting "delusional" and saying that their "compass is broken" and they’re "asking for way too much" (all quotes from social media I’ve seen recently), take a moment to reflect on your expectations and if they maybe are just too low. Your organization might be far away from some of the ideal scenarios and showcase customers we talk about, but that does not mean that you can't dream big and have high ambitions for your product org yourself!

Here are two cases where a product leader could easily settle for less than optimal performance:

Case 1: Avoiding confrontation

Imagine a scenario where a product team, led by a PM, consistently misses their goals. The product lead notices these problems but is hesitant to address them directly with the PM. Maybe the product lead wants to avoid confrontation or fears demotivating the PM. As a result, feedback is vague and given in general team meetings rather than in private, where the issues could be addressed more constructively. This lack of direct feedback allows the pattern of underperformance to continue, ultimately harming the product and the team's morale.

Case 2: Lack of stakeholder alignment

In another instance, a PM fails to actively engage with key stakeholders during a critical phase of development. The stakeholders, feeling out of the loop, raise significant concerns after the release, citing unmet requirements and poor communication. The situation escalates to the point where the team is forced to roll back the release, wasting time and resources. The product lead had noticed the PM's lack of alignment efforts but did not intervene, hoping the issues would resolve themselves. This passive approach leads to a breakdown in trust and collaboration, showcasing the importance of proactive stakeholder management.

The correct response in these scenarios? Raise the bar. Ask for what you want. Expect more from your PMs and they will rise to the challenge. It's easy to fall into the trap of underestimating your team's capabilities and accepting mediocre results.

Key takeaway: Confronting performance issues head-on and ensuring alignment with stakeholders are crucial aspects of a product leader's role. Avoiding these responsibilities perpetuates mediocrity and hinders the team's potential.

3. Your best talent hasn't even been hired yet

As we discussed earlier, it’s easy to get comfortable with your team’s performance and believe that your current team is the best possible team you could have. But let’s take a moment to consider that. Is there a possibility that there are people out there who could teach your team new skills or ways of working or somehow encourage them to perform at an even higher level? If you accept this premise, then it follows that talent acquisition is crucial to high performance.

Focus on finding these high-caliber candidates. Each new hire should elevate the team’s standards. Aim for individuals who will inspire and challenge their colleagues, driving the entire organization toward excellence. Hiring is the perfect opportunity to boost your product culture, so make sure you hire for cultural add rather than cultural fit.

My book STRONG Product People shares how to define your standards of excellence and hire the right people to meet those expectations.

Final thoughts and next steps

Setting high expectations isn't just about pushing your team harder; it's about believing in their potential to meet those expectations and providing them with the support to do so. An empowered, self-organizing product organization thrives on ambition and high standards. Don't be afraid to set the bar high—it's the only way to ensure continuous growth and innovation.

Finally, there are a few topics related to this post that you might wish to explore further.

Good leadership and goal-setting are key elements of a strong product culture, which I’ve written about in more detail here.

It’s also worth noting that people feel more motivated (and therefore tend to perform better) when they’ve had some agency in setting their own goals. One way you can accomplish this with your team is by using a tool like the Future Self canvas. Filling out the canvas is an activity you and your direct report can go through together. It provides you an opportunity to set your expectations and define what good means to you in a coaching conversation. This exercise helps show them how they will get closer to your expectations and personally develop while putting them in the driver’s seat, which bolsters their motivation.

Product LeadershipPetra WilleExpectations, Product Leadership, Product Organization, Hiring