We’re All Setting Product Managers Up to Fail

Product Management is broken. And we're all responsible!

It’s harsh but true.

I’ve done it. You’ve done it. We’ve all done it.

We treat Product Managers like superheroes.

They’re expected to define the strategy, manage the backlog, align stakeholders, analyze data, advocate for users, and—of course—put out fires. And so much more.

All at the same time.

But here’s the hard truth: it’s impossible. No one can do all that—and do it well.

When Superheroes Fall Short

I’ve been that Product Manager. Overwhelmed. Frustrated. Trying to keep all the plates spinning.

When we stretch Product Managers this thin, it doesn’t just burn them out. It breaks the entire product team.

Here’s what happens:

• Vision gets blurry because there’s no time to think strategically.

• Teams lose focus because no one’s consistently driving clarity.

• Products fail because details slip through the cracks.

And then we wonder why things don’t go as planned.

The Fix: Stop Asking Product Managers to Be Everything

The solution isn’t more hustle or better time management. It’s rethinking how we structure product teams.

Here’s the fix that works for me:

• Product Managers focus on the “why.” They own the vision, strategy, roadmap, and execution.

• Product Operations handles the “how.” They manage tools, processes, and data.

• UX/UI focuses on the “who.” They lead user research and design.

Breaking these roles apart doesn’t create silos. It creates clarity. Everyone has a focus, and that focus drives better collaboration.

I get it—this kind of change feels big. But you don’t need to overhaul everything overnight.

Here’s how to start:

1. Map out your Product Manager’s current responsibilities.

2. Ask: Which tasks are strategic? Which are operational?

3. Start delegating operational tasks to someone else—or introduce a Product Operations role.

You don’t need a full Product Ops team to begin. Start small. Shift a few tasks, measure the impact, and build from there.

Why It Matters

This isn’t just about making Product Managers’ lives easier. It’s about building stronger, more focused teams.

Teams where:

• Product Managers can think deeply about strategy and execution.

• Product Operations can ensure smooth processes.

• UX/UI can create exceptional user experiences.

It’s about creating an environment where the entire team works smarter—not harder.

So, What Now?

If you’re reading this and thinking about your own product team, here’s my challenge:

What’s one thing you’d take off your Product Manager’s plate today?

Because if we want better products, faster progress, and happier teams, we need to stop setting Product Managers up to fail. The fix is here. It’s time to start using it.

If this resonates, I’d love to hear from you. What’s been your experience with overloaded Product Managers? Let’s start a conversation.