Product Manager SOS: Advice for the Overwhelmed & Ambitious
Welcome to Product Manager SOS, where we asked our peers their most burning product woes with a mix of empathy, strategy, and no-nonsense advice.
Overwhelmed & Underwater
Dear PM SOS,
I’m still relatively new to product management after making a career switch, I used to work in our sales department. I’m used to juggling a big to-do list, but since I’ve made the switch over I feel like I’m struggling to keep my head above water.
It feels like my days are blurs, managing feature requests, bug tickets, stakeholder meetings (where things change every second) and ceremonies. All while I’m still learning to do the job? I try to prioritise, but it really feels like everything is urgent and important, and usually not to the same people. I’m now constantly worrying that I’m going to drop the ball on something really important.
How do I stay on top of what really matters?
Sincerely, Overwhelmed and Underwater
Dear Overwhelmed,
Ah, the classic baptism of fire. Knowing that this is a universal rite of passage for PMs might not fix the problem, but should ease the worrying. The early PM years are all about learning to sift through the chaos and find clarity.
First, remember that not all fires are yours to put out. There are a lot of prioritisation matrices out there, have a look through them and their categorisations (they could also help with backlog grooming and roadmap planning). To start with though, for your personal to-do list, try the Eisenhower Matrix (Urgent/Important vs. Not Urgent/Not Important) to separate true priorities from noise. Take these to your manager and talk through any you think you might need support on. This will help teach you which areas to own, which to share, and which to de-prioritise. It’s a skill that takes time, use your community to learn it well.
Second, and I can’t stress this enough, block time in your calendar for “focus work.” Turn off notifications and focus on high-impact tasks that sit firmly in your impact sphere, that might be roadmap planning or backlog grooming. Having a dedicated space for your important tasks will ease the cognitive load when thinking about those incoming feature requests or bugs. Do not allow others to book over this slot - learn to protect your time, it’s important.
Finally, don't be afraid to say “no” or “not yet.” The PM role is broad and diverse, and it often means you have your hand in many, many pies (what a visual). It’s very easy to think and feel that you have to take on every incoming ticket request or task. You’re not a ticket machine. Take ownership of your priorities, communicate them confidently and set clear expectations of when (or if) you can complete the request.
As for the worrying - it’s normal. Remember to breathe, prioritise, and trust your instincts. Dropped balls happen, but the important ones bounce back.
Stakeholder Battles, not of the rapping variety
Dear PM SOS,
I’ve been PM for a few years now, and I’m currently managing and owning a complex cross-collaborative initiative. It’s a huge opportunity and I’ve been nervous but excited about it for ages - we’re expanding into a new product area, it’s going to impact our product offering, the market segment we operate in, and I’m hoping it’s going to be a real disruptor for the business.
It’s complex, but the biggest challenge isn’t the tech—it’s the stakeholders. We’re in the early discovery phase at the moment, trying to get everyone on the same page about the right opportunity areas to focus on. Every team has its own ideas, and not in the fun, collaborative, mindmap way. The demands are never-ending, and they are very much demands. Everyone has their own idea about where our product needs to go, and one workshop ended with two stakeholders in a heated discussion. I’ve tried aligning everyone around a shared vision, but it just hasn’t worked.
How can I keep the peace without compromising on our product outcomes?
Sincerely, Caught in the Crossfire
Dear Caught,
Shepherding stakeholders is a skill, shepherding stakeholders running in different directions is a craft. It’s not easy, but there are definitely ways to influence your stakeholders in meaningful ways to help focus on your product outcomes.
First, revisit your product vision and strategy. Whilst it may be clear to you, does everyone truly understand how this initiative contributes to the company’s goals? You own setting the vision and strategy, but it’s ultimately a shared artefact that helps keep you, your team and your stakeholders focused. Ask for open & honest feedback, organise a workshop to re-align around shared outcomes and use the opportunity to create a shared language with your stakeholders.
Next, lean into the power of influence. Identify your biggest champions and strongest contenders, consider creating a stakeholder map that helps you visual stakeholder relationships, opportunities and communication patterns. Spend time understanding their motivations and concerns - can you offer small wins that build goodwill without derailing your core objectives? Communicate with data, it’s harder to argue the facts of numbers.
Finally, master the art of setting boundaries. Use structured updates with clear rules of engagement (like RACI charts or steering committees) to keep communication clear. If you feel like you have strong agreement on your vision and strategy, Disagree and Commit is a fantastic principle to introduce as early as you can to your discovery groups - it shifts the goal from complete alignment to open disagreement. It allows you to communicate decisions, without needing to defend them.
Remember that you’re not here to please everyone, but you are here to guide them towards a better product future. Lead with empathy, and don't be afraid to stand firm when it counts.
We all need a little help and advice, remember to reach out to your community when things feel overwhelming and lean into the collective.