Fixing the Shipyard, Not Just the Ships: How Product Leaders Should Empower Their PMs
When one of your direct reports comes to you with a problem, is your first instinct to step in and help them solve it? If that’s the case, I totally get where you’re coming from. As product people, we naturally fall into the role of problem solvers.
But if you’re regularly focused on solving all these problems on a one-off basis as they pop up, I have some tough news: You’re probably not being as effective a leader as you could be.
This is a situation I often encounter as a product leadership coach. Leaders have good intentions to help their team members solve their problems, but in doing so, they tend to miss the bigger picture. They make improvements in isolated pockets of the organization rather than addressing systemic issues. Let’s take a closer look at an example.
The Challenge: A Conversation Between a Coach and a Coachee
Here’s a typical conversation I have with a product leader coachee.
Petra: What’s on your mind today?
Coachee: One of my PMs is totally swamped. I wanted to help, so I asked him what he needed. He said his backlog was a mess and asked if we could do a joint prioritization session. We went through 200 items and re-ordered the backlog.
Petra: How did that session go? How did it feel?
Coachee: It was a ton of work—it took us about four hours. Even with the current product strategy, it was hard to prioritize.
Petra: Do you see a better way of doing this?
Coachee: Well, maybe a better structure in our ticketing system could help.
Petra: Do you think more than this one PM struggles with this?
Coachee: Most likely, yes.
Petra: Can you see something more systemic, something that could help all PMs who have that exact same issue?
Coachee: Yes, maybe we need to break down the strategy a bit more so that teams can better align their work with our larger product strategy.
Petra: Bingo. Directional clarity can significantly speed up decision-making. If a team can't prioritize, they often lack just that—clear direction from above. So let’s discuss how you could provide them with that…
The Core Issue: Systemic Problems Require Systemic Solutions
The dialogue above illustrates a common predicament: Too many product leads are occupied with micromanaging, trying to resolve individual challenges rather than diagnosing systemic flaws. As Joff Redfern has often emphasized, the real essence of leadership is not about merely patching up individual ships. (This is also a topic I address in more detail in my book, STRONG Product People.) Rather, effective leaders focus on improving the entire shipyard to ensure that every ship can sail smoothly.
Many product leads find themselves micromanaging, trying to fix one issue at a time. But true leadership lies in identifying patterns that indicate systemic issues. This requires stepping back and looking at the broader picture. By addressing these larger challenges, product leads can make life better for not just one PM, but for all PMs in the organization.
Topics That Call for Systemic Solutions, Not Quick Fixes
If the dialogue with the coachee resonated with you, you're not alone. But keep in mind it's just one example of where a systemic approach is more effective than quick, individual fixes.
Here are some other topics that often call for a more systematic approach than a case-by-case remedy—these are just three examples out of the many, many cases I've seen:
Slow hiring and poor candidate quality: Don't just fix one job posting at a time. Consider revisiting your company's employer branding strategy to convey that you care about product culture and attract the type of candidates you want.
Stakeholder requests: Instead of addressing requests from stakeholders in isolation, you can explore whether there are broader strategic alignments that can accommodate multiple stakeholder needs. Check out my blog post on opportunity assessment for a little more guidance on this topic.
Overwhelmed PMs: Solving this for one PM isn't enough. Think about what needs to change in the organization so that every PM has time to think and write every day. What systemic shifts are necessary?
Think Big by Starting Small
Focusing on isolated incidents can make you lose sight of the forest for the trees. As a product leader, your role is to provide the vision and tools that enable your team to operate effectively. Your actions and choices have a direct impact on the ecosystem within your organization. Choosing to solve one person’s specific problem means you’re making a tradeoff that only benefits an individual rather than the team. Remember: You're not just responsible for a single ship, but the entire shipyard.
I also think it’s important to mention a separate but related issue. My coachees will often tell me that they’ve run into roadblocks outside of their control, like shortcomings of the HR department or company leadership. As a leader, it’s now your responsibility to look for ways to work with these other teams or stakeholders. Don’t use them as an excuse; look for ways to make systemic changes so you can work with them.
So the next time a challenge arises, ask yourself: Is this a singular problem, or a symptom of a larger issue? If it's the latter, consider how you can help the entire shipyard transform into a more productive, well-oiled machine.
In the end, your PMs won't just thank you for it—the results will speak for themselves.