Many leaders hesitate to let go of poorly performing team members even after giving them enough time to improve. Few postpone the decision indefinitely and live with the problem despite being fully aware that this affects their own performance and the team as a whole. Why do they do this? To avoid
[This article is the last part of the PM compensation series. You can read the previous articles here, here and here.] XYZ was a high-growth and successful fintech firm with some 30-odd PMs and 150 engineers. Anand, Bama and Charlie were 3 Product Managers at XYZ Inc. working in different roles within
How should a PM’s performance be evaluated? In a recent post, I argued that one cannot consistently measure the intrinsic dollar value created by a Product Manager. Here are the performance metrics that can be set for different PM roles. The following common set of measures (not in any order of priority)
