The Truth Behind Why Product Managers Are Miserable

Product managers are at a breaking point. Being a product manager is often hailed as a glamorous role. But behind the scenes, it's a tightrope walk of high expectations and immense pressure. 

According to CNBC, Product Managers want to leave the field altogether. In fact, Product Management was the #1 job on the chopping block.

Product Managers are tired of their jobs. I get it. Product Management is not easy. There are days working 12-15 hour days was the norm for me. And, every week it seems as if there is another initiative to add to an already exhausted, stretched-thin team's list. Here's the truth behind why I believe product managers are miserable.

1. High Expectations and Pressure: Product managers are entrusted with driving product success, and translating business objectives into tangible results. Missing these goals can feel like a tightrope snapping, with the consequences impacting the entire team and company.

2. Keeping stakeholders happy: Investors, executives, and even the board of directors – all have their eyes set on the product manager. Each stakeholder group harbors its own expectations, creating a symphony of voices that can feel deafening at times. Juggling these diverse priorities while keeping everyone on board is a delicate dance, one wrong step and the music might stop.

3. User Experience: Every decision a product manager makes has a ripple effect on the user experience. The weight of responsibility for their satisfaction, engagement, and even success can be immense. It's like carrying the user on their back while crossing the tightrope, knowing any misstep could cause them to fall.

4. The never-ending learning curve: Technology evolves at breakneck speed, and the product landscape is constantly shifting. To stay ahead, product managers must be relentless learners, constantly upskilling and adapting. It's like walking on a tightrope that's constantly changing shape and texture, demanding agility and mental fortitude.

5. Balancing Priorities: This goes hand-in-hand with making the stakeholders and users happy. There are deadlines to meet, stakeholders to satisfy, user needs to consider, and a budget to stick to. Each ball demands attention, and if one drops, the consequences can be dire. It's imperative for product managers to say no to requests that are not essential. Focus on the most important tasks and ask for help.

6. Communication Challenges: Different teams have different levels of understanding of the product and its vision. Product managers need to effectively communicate complex technical concepts to non-technical stakeholders and vice versa.

7. Constant Change and Uncertainty: Consumer trends can shift on a dime, making it difficult to predict how a product will be received. Oftentimes, there is limited data, and decisions must be made with incomplete information, requiring a blend of intuition, data analysis, and gut instinct.

8. Lack of Resources: Product managers often find themselves facing the predicament of lacking resources to achieve their vision. One way to leverage existing resources in a company is by reaching out to Product Managers on other teams and ask if there are resources that may be shared across the enterprise. Another idea is by upskilling and training team members, so that teams are not under pressure every time there is a tight deadline.

9. Lack of Recognition: Lack of recognition is a common pain point for many product managers. Despite their crucial role in bringing ideas to life and driving product success, their contributions often go unnoticed or underappreciated. This can be demotivating and frustrating, leading to feelings of isolation and unfulfilled potential. Unlike designers or engineers whose work is often tangible and visible, product managers operate largely behind the scenes. Their efforts involve planning, strategizing, and driving execution, which can be less visible to others. It is imperative for Product Managers to articulate the value they bring to the table. Showcase contributions through presentations, reports, or case studies. Highlight successes and their impact on the product and the company.

10. Mismatch of Expectations: Some companies hire product managers based on specific technical skills, but then expect them to focus on strategy and user experience. This can be a recipe for disappointment for both parties. There also may be a lack of support leaving product managers feeling isolated and unsupported. This can be especially challenging for new product managers or those working on complex projects. Additionally, many people are drawn to product management because it's often perceived as a glamorous, high-paying job. However, the reality can be much less glamorous, involving long hours, difficult decisions, and constant pressure. Additionally, the day-to-day work can involve a lot of process and bureaucracy, which can be frustrating for those who want to see immediate results.

So, what can we do to get product managers excited about their roles again?

Reigniting the spark for product managers requires addressing both practical issues and deeper motivational needs. Here are some areas to focus on:

1. Empowerment and autonomy: Give them ownership and trust Product Managers to make decisions about their products, not just execute someone else's vision.

2. Decentralize decision-making: Empower product teams to experiment and adapt without layers of approvals.

3. Invest in their authority: Ensure stakeholders respect the product manager's leadership and decisions. Product Managers are hired to focus on the users and be the "voice of the customer." Give them room to do this effectively and build the product that users need and want.

4. Focus on impact and outcomes: Connect work to user success and highlight how their efforts directly improve user lives and solve real problems.

5. Celebrate wins, big and small: Recognize achievements beyond just hitting launch dates or metrics.

6. Offer opportunities for personal growth: Allow them to learn new skills, tackle diverse challenges, and advance their careers.

7. Strengthening the work environment: Foster collaboration and cross-functional teams and break down silos and encourage close interaction with other departments.

8. Create a culture of open communication: Encourage honest feedback, transparency, and psychological safety.

9. Prioritize work-life balance: Address burnout by encouraging breaks, flexible schedules, and healthy habits.

10. Investing in their personal development: Provide coaching and mentorship: Pair them with experienced leaders who can offer guidance and support.

11. Offer continuous learning opportunities: Give them access to conferences, workshops, and training programs.

12. Encourage participation in the product community: Foster connections with other product managers to share knowledge and experiences.

13. The power of making a difference: Product managers have the unique ability to shape the experiences of millions. Their decisions can impact lives and solve problems.

14. The joy of innovation: From ideating groundbreaking features to crafting intuitive interfaces, product managers are the engine of innovation. They get to play in the sandbox of creativity, pushing boundaries and shaping the future of technology.

By implementing these strategies, companies can create an environment where Product Managers feel valued, heard, and empowered to make a real difference. The product manager's path is rarely predictable. It's a rollercoaster of challenges, breakthroughs, and unexpected turns. But this constant dynamism keeps things exciting, making every day an adventure. This, in turn, I believe, can reignite their passion and excitement for their roles.