The solution usually isn't "better people." It's engaging people on the same goals and making sure each of them knows how their part fits with the others. It's also recognizing when hard stuff is worth doing. Yeah you've got a module with 15 years of tech debt that you didn't create, and no-one on the team is confident in touching anymore. Unlike acne, it won't get better if you don't pick at it. Build out what that tech debt is costing the company and the risk it creates. Balance that against other goals, and find a plan that pays it down at the right time and the right speed.
Because they want to feel superior as the ‘this was my idea and you executed on my idea’ nonsense. Their answers to most ‘why are we doing this ?’ ‘trust me bro’. I am perhaps generalizing and there are outlier product managers who have earned the ‘trust me bro’ adage, but most haven’t.
This PM behaviour will never change. Engineers have said enough is enough and are now taking over product roles, in essence eliminating the communication gap.
> Their answers to most ‘why are we doing this ?’ ‘trust me bro’.
I've profoundly annoyed so many PMs asking this question, I don't get it. I believe it's because they don't want to admit it's because it's an exec's-idea-of-the-week rather than market/biz/customer research and analysis.
> Engineers have said enough is enough and are now taking over product roles
Fingers crossed. It's about time we up our communication- and managing-upwards skills. I feel many PMs are sustaining their roles just because they're sycophantic yes-men to the execs, because execs got tired of engineers saying "no".
Having read a few criticms of PMs on HN, I can imagine the "your companies just didn't hire the good PMs" comments incoming