It's Time to Fight for a Dual Product Management Career Path

It's Time to Fight for a Dual Product Management Career Path

The discomfort arises when we realize that the assumed career path for product managers is quite simple and linear. We are expected to keep climbing the ladder, continuously striving for higher positions. But what if we are content with where we are? What if we want to focus on being exceptional at our current level rather than constantly aiming for the next rung? This pressure to keep moving up can lead to the loss of talented individuals and the promotion of incompetent people managers, also known as the Peter Principle.

Why is it different for product managers? Some tech companies do have a partial dual career ladder, with a principal product manager role. However, employees at these companies have complained that the principal level is not truly equal to the management rung. There seems to be a belief that product managers cannot be individual contributors because senior-level product management work requires managing a team. However, this mindset neglects the fact that many product managers excel in their individual contributor roles and may not enjoy the managerial aspect of their job.

Furthermore, as product managers progress in their careers, the management part of their job tends to overshadow the product-focused responsibilities they once loved. The expansion of responsibilities leaves little time for shining in the areas of management that they truly enjoy. Bureaucracy and politics often trample coaching, making it difficult for product managers to find fulfillment in their roles.

To make dual product management career paths a reality, we need to establish some core principles. First and foremost, product management should be seen as a long-term career, not just a stepping stone. People should be encouraged to design their careers in a way that aligns with their values and brings them fulfillment. This means recognizing that not all product managers are cut out for or interested in people management.

Additionally, the split between product leadership and people management should be acknowledged and embraced. Principal product managers should be given the opportunity to focus on strengthening their people management skills through training, coaching, and practice. The split between the two paths can start a level earlier, with product managers and principals being peers on the ladder.

Lateral movement should also be encouraged within the product management career paths. Someone may spend time as a director and then decide that they would like to switch to the other ladder, becoming a principal. This flexibility allows individuals to explore different aspects of product management and find where they truly excel and find fulfillment.

Product management, as a field, has matured and is long overdue for the same treatment that our technical colleagues have received for decades. Just like our technical counterparts, our base compensation, bonus, and equity should be comparable, regardless of which path we choose. It is crucial that no one feels compelled to give up what they love in order to advance in their career.

The Case for Curation as a Service

In the overwhelming sea of content on the internet, curators are like life preservers. They sift through the garbage and collect the gems, saving us from drowning in the vast amount of information available. These curators are domain experts or individuals with a deep passion for a specific topic. They dedicate countless hours to finding the best resources and formatting them in a readable manner.

Good curation is all about quality, not quantity. It is about finding the most valuable and relevant content and presenting it in a way that is easily consumable. While there is an abundance of information out there, not all of it is valuable or trustworthy. Curators play a crucial role in filtering out the noise and providing us with reliable and insightful content.

The value of curation as a service cannot be overstated. With the ever-increasing volume of information, we rely on curators to save us time and effort. They help us discover new perspectives, stay informed on the latest trends, and make informed decisions. By curating the best content, they enable us to focus on what truly matters and avoid getting lost in the noise.

In a world where content is king, curators are the gatekeepers. They ensure that we have access to high-quality, relevant, and reliable information. They bridge the gap between content creators and consumers, helping us navigate the vast digital landscape.

In conclusion, both the need for a dual product management career path and the value of curation as a service are clear. To make dual product management career paths a reality, we need to recognize that product management is a long-term career and allow individuals to design their careers in a way that aligns with their values and brings them fulfillment. Additionally, curators play a vital role in helping us navigate the overwhelming amount of content available, saving us time and providing us with valuable insights.

Actionable Advice:

1. Reflect on your career goals and values to determine if a dual product management career path is right for you. Don't feel pressured to constantly climb the ladder if it doesn't align with your aspirations.
2. If you are a product manager who enjoys individual contributor roles, seek opportunities to strengthen your people management skills through training, coaching, and practice. Advocate for a split between product leadership and people management.
3. Embrace curation as a service. Seek out reliable curators who can provide you with high-quality content and save you time and effort. Support and appreciate the work of curators in your field.