Starting to manage others (e.g. Group PM / Head of / Director) is one of the biggest steps you make in your career.
Your scope has gone from 1 team to perhaps 3-4, but instead of doing the work directly, you need to get someone else to do it. The combo of increased scope and indirect influence can be very challenging (it was for me!)
So how do you thrive? A few thoughts:
1. 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝘀𝗲𝘁𝘁𝗶𝗻𝗴 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀
The better you can brief people, the better they will perform. Invest in giving context and references. Build templates and examples, and take the time to give detailed feedback. You can’t fix everything at once, so work through the key artefacts people use in order (e.g. backlog, then PRD, then team overview)
2. 𝗜𝗻𝘀𝗽𝗲𝗰𝘁 𝘄𝗼𝗿𝗸 𝗼𝗳𝘁𝗲𝗻
You are ultimately accountable for work done by your reports. You always need to know how it's going so you can get involved where needed. That means seeing the work or detailed conversations. Check work early, when it's easier to course correct. You don't add value by doing the work for your team; that's micro-managing. But you can't feel like your team is a black box.
3. 𝗕𝗲 𝗮 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 𝗺𝗮𝗰𝗵𝗶𝗻𝗲
To manage multiple work streams and have enough time to properly support people, you need to be extremely rigorous with your milestones and deadlines. When is the final deadline? What check ins do you need leading up to this? Send timelines and reminders so everyone is clear on what is due when. You can’t over communicate.
4. 𝗦𝗲𝘁 𝗵𝗶𝗴𝗵 𝘀𝘁𝗮𝗻𝗱𝗮𝗿𝗱𝘀
Most new managers shy away from addressing poor performance because they are not used to it, and no one enjoys personal conflict. But dealing with under performers is WAY easier when tackled early and proactively, before a) you’ve had to deal with the repercussions of them delivering poor work b) it hasn’t consumed all your time and energy and c) it’s easier to deal with compassionately because it’s not a surprise.
5. 𝗬𝗼𝘂𝗿 𝗽𝗲𝗲𝗿𝘀 𝗮𝗿𝗲 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺, 𝗻𝗼𝘁 𝘆𝗼𝘂𝗿 𝗱𝗶𝗿𝗲𝗰𝘁 𝗿𝗲𝗽𝗼𝗿𝘁𝘀
Whilst it’s tempting to think your closest colleagues are your direct reports, your team is actually your peers in engineering, design and across the rest of the business at the same level as you (e.g. Head of Design, Head of Engineering, etc.). You don’t lead a group of PMs for the benefit of the product org. You are the product representative for the business. Be as close as possible to your peers.
6. 𝗬𝗼𝘂 𝗰𝗮𝗻 𝗱𝗼 𝘁𝗵𝗶𝘀
Imposter syndrome is common, and mistakes are normal because this is new. But you've been promoted / hired for a reason. Just keep learning and doing your best. You're doing great.
For templates you can adapt and share with your team to set expectations check our list: www.hustlebadger.com/what-do-product-teams-do/product-management-resources/
Check out www.hustlebadger.com for more advice for managers and PMs