What a bad take. I do agree with the red-flag symptoms like KPI and other “measurements”, and I’ll go as far as to say it’s extremely difficult to find a great

What a bad take. I do agree with the red-flag symptoms like KPI and other “measurements”, and I’ll go as far as to say it’s extremely difficult to find a great PM and the field is riddled with mediocre ones. In my several decades of software engineering work, good product managers were almost non-existent. Today I’m working with one who has a strong competitive streak, is quite smart, and deeply understands our users and competition. I’ve been making sure to give her stellar feedback during reviews and peer feedback, as I know how rare this combination is. Edit: Reading through the responses, perhaps I should reconsider. The expectation of the role and responsibilities are misunderstood and misaligned to what businesses and engineering teams actually need. That is to say, my team PM’s a success despite the role and not because of it.