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Stewart

From what you’re describing, it seems like the organization has rallied around you–which is a testament to your abilities!–without understanding the cost of consolidating too much responsibility and workload on any one individual. In my experience, many times the work that PMs are asked to take on isn’t even really PM work. It’s not strategy, product definition, or the like–it’s on-the-spot problem-solving, usually for engineering. That can be fun and challenging, but can also eat into time better spent on other activities and planning.

Without knowing the full details of your particular situation, I think you’ve identified what you need to do. If you haven’t already done so, my suggestion would be to talk with your supervisor about your short-term situation (can any of this work be offloaded) and the company’s long-term position (can product management evolve into more of a business-oriented group than a tactical, day-to-day, fire-fighting machine).

If your supervisor doesn’t see a problem, or can’t offer an agreeable solution, then you can either accept your situation for what it is–or start looking for a new opportunity. I know, that’s an easy thing to say, and not necessarily an easy thing to do, but it’s also true.

Virtually every workplace has weirdness and controversy, things to enjoy and things to loathe, people to respect and people to avoid. If you’re at the point where you can’t stand getting out of bed in the morning, then something needs to change. As long as we have a choice, we’re never truly trapped. And there are plenty of companies out there would could use–and appreciate–the help of a talented PM.

- Chris

In my world, when things go well, Sales, Engineering, and even senior executives line up to grab the limelight. However, when the shit hits the fan, the PM gets the full onslaught in the face.

From your description, it seems like I could be this person who needs to be fired, but I think there are a few other things you failed to capture in your analysis.

Like a sports team, if you have built a team around one player, and the rest of the talent is not able to perform, losing the “star” would be a tragedy that might bring the rest of the organization to its knees. Yep it could be rebuilt, but do you really have the time and the support of the executive team to do this (usually VERY expensive)? Part of the problem is that as management and executives, many times they create the environment that fits the “superstar”, and allow (or force) the rest of the organization to atrophy, so that you essentially have a one pillar group, supported by your superstar.

The negative of this is that you have one person who pretty much carries ALL the load, and can’t spread the workload, as the rest of the team is never of a caliber or quality to step up.

In my case, I do not think I am a superstar (or at least I don’t have the ego that you hint at above), but I am tired of the product management rat race. The fact that we have systematically destroyed any semblance of organization to support a transition (i.e. me into a role where I am not resentful and hate waking up every day), I am trapped and pigeonholed into a job that increasingly becomes more impossible to succeed at.

The sad thing is that with a little forethought (and not juggling incompetent GM’s through the corner office), we as an organization would not be in this situation.

I do not want to quit, but I feel that for there EVER to be any sunlight in my life and career, I have to look outside of the building.

This comment was originally posted on Twitter

This comment was originally posted on Twitter

This comment was originally posted on Twitter