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From Features to Relationships: The Rise of the People-Centric Product Manager

Jan 16

9 min read

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Hold onto your hats! This post picks up where my last one, Is Product Management Dead?, left off. Spoiler: it’s very much alive! But the role has undergone fascinating transformations that deserve a deeper dive. In this article, I’m unpacking these shifts, sharing real-world insights, and exploring why product managers are becoming more indispensable as people-focused leaders. Let’s dive in!


A People-Centric Approach


I feel that product management has always been a dynamic field, but in recent years, the role of a Product Manager (PM) has evolved significantly. Once primarily viewed as the intersection of business, technology, and user experience, the role now increasingly centres around people. I have always believed that the essence of product management was rooted in human interaction, but today, the demand for strong interpersonal skills has never been greater.


In this article, I explore why this shift has occurred, how it impacts the role, and share practical insights from my experiences to highlight why successful product managers must focus on collaboration, relationship building, and customer empathy to thrive in modern product management.


Two Sheds in a river with snow on their rooftops
Photography: © Reuben Chircop

Why the Shift Towards a More People-Oriented Role?


In today’s rapidly evolving product landscape, I’ve noticed that the emphasis on people-oriented skills has never been stronger. Throughout my career as a Product Management leader, I have always emphasised collaboration, but the growing complexity of teams, customer expectations, and business goals has only amplified the need for a more people-centric approach. I typically advise concentrating not just on expanding the business and overseeing the creation of excellent products, but also on cultivating relationships, promoting alignment, and enhancing team dynamics ( I usually suggest prioritizing the development of trust and alignment first ). So, what is prompting this change?


Let’s dive into it.


Cross-Functional Collaboration

(we see this often in JD's)


Successful product development relies heavily on seamless collaboration across diverse teams. Engineering, design, marketing, sales, and customer support all bring unique perspectives and expertise to the table. A PM must act as the glue that binds these teams together, ensuring alignment and driving momentum towards shared goals.


From my own experience, working closely with engineers required balancing technical feasibility with user needs while speaking their language. In one instance, we were developing a new feature under tight deadlines. Engineering expressed concerns about complexity, while design pushed for an elegant but resource-intensive solution. By facilitating open discussions (with lots of coffee), creating a shared understanding of priorities, and encouraging compromises, we delivered a scalable solution that satisfied all parties. Meanwhile, aligning with marketing teams called for translating product features into compelling narratives that resonated with customers. During the product launch, I collaborated with marketing to create messaging that simplified the technical jargon from a complex product to something that could be easily understood. This effort not only boosted user adoption but also enhanced cross-team trust and cooperation.


Focus on Outcomes, Not Just Features


There is a growing emphasis on delivering outcomes rather than merely releasing features similar to what we see in OKR's. This shift requires product managers to foster a culture of shared ownership and accountability. It’s no longer enough to say, “We shipped a feature on time.” Instead, we ask, “Did this feature achieve its intended business or customer outcome?”


While leading a team on a feature aimed at reducing churn, I made it a priority to build a cross-functional group that felt truly invested in the outcome. By regularly sharing key metrics, celebrating small wins, and ensuring that everyone understood the 'why' behind the feature, the team not only delivered but also began to see the bigger picture. Because they felt involved in the solution, they started looking for ways to optimise what we had just optimised, which is the essence of Pure KAIZEN. This iterative mindset, where improvement never stops, motivated the team to continuously refine the feature even after launch.


Post-launch, we conducted retrospectives where the team shared feedback to understand what worked and, just as importantly, what didn’t. This process allowed us to apply valuable learnings to future projects, reinforcing the KAIZEN principle of continuous improvement. As a result, the team became more empowered and motivated, recognising that their contributions were not just crucial during development but also in the ongoing optimisation of the product."


Building High-Performing Teams


I know this is very cliche but stay with me for a sec, I'm actually listening to an Audio Book specifically on this subject titled "High Performance Habits" by Brendon Burchard.



High Performance Habits by Brendon Burchard


Product Managers today are expected to cultivate high-performing teams. While we may not always be direct line managers, we often take on the role of mentoring, coaching, and facilitating teamwork. I recall a project where we faced a very tight deadline and immense pressure. By providing clear guidance, celebrating individual contributions, and conducting frequent check-ins to address blockers, I helped create an environment where the team felt both supported and empowered. As a result, we not only met the deadline but exceeded expectations, delivering far beyond what anyone had anticipated. Will it always result in this way? No, but it's worth the effort because, apart from the results within the products, you would be leaving a mark on the people that you worked with, influencing their lives, the way they collaborate, and work in their future selves.



Apart from the results within the products, you would be leaving a mark on the people that you worked with, influencing their lives, the way they collaborate, and work in their future selves.



In another project, I identified a skills gap within the team that was causing delays. By organising training sessions and pairing team members with experienced mentors, I not only resolved the issue but also boosted the team’s confidence and morale. These experiences underscored the importance of investing in team development for long-term success. I realised that I cared about the team as much as I cared for the product and its success, understanding that both were integral to achieving the desired outcomes.


Customer Empathy


Of course, we know that empathising with the customer and understanding their pain has always been a fundamental building block for Product Managers, crucial for resolving their challenges. Grasping customer needs goes far beyond conducting surveys or analysing data; it requires stepping into the customer’s shoes, actively listening to their concerns, and forming genuine connections. Looking back, I wasn’t always fond of such interactions and often tried to avoid them. However, after my first few conversations with actual people—real potential customers—I realised I was gaining far more insight than any "Tableau data" could ever provide.


One memorable instance occurred during a feedback session when a customer openly shared their frustrations. Instead of defending the product’s shortcomings, I encouraged the team to empathise with the customer, asking thoughtful follow-up questions to fully understand their perspective. This approach not only led to valuable product improvements but also strengthened the relationship with the customer, who later became an advocate for the brand. Additionally, during user interviews, I prompted the team to observe body language and emotional responses, uncovering insights that traditional surveys often missed.


Key Considerations for Product Managers


As Product Managers, we are tasked not only with guiding products to success but also with nurturing the teams and relationships that make that success possible. The journey is multifaceted, requiring strong interpersonal skills, the ability to build and maintain trust, and the commitment to fostering a positive team culture. Key considerations such as effective communication, coaching, and conflict resolution are essential for navigating challenges and achieving both personal and team growth. In this section, I'll highlight some of the recommendations that have proven essential in my experience, from developing strong interpersonal skills to cultivating a thriving, collaborative team environment.


  1. Developing Strong Interpersonal Skills: Communication, active listening, empathy, conflict resolution, and negotiation are no longer optional; they are vital for success. A PM must be able to bridge gaps between teams, resolve conflicts diplomatically, and inspire confidence.


  2. Building and Maintaining Relationships: Cultivating trust and rapport with stakeholders is essential. In my experience, regular one-on-ones with stakeholders not only helped in building trust but also ensured alignment on long-term goals. During one project, I made it a point to include key stakeholders in early discussions, which fostered a sense of ownership and reduced resistance later in the process.


Transparency was another critical factor. When faced with unexpected delays, I proactively communicated the reasons and outlined mitigation plans. This approach not only maintained trust but also garnered support from stakeholders to address the challenges collaboratively.


  1. Coaching and Mentoring: Guiding team members in their professional growth is becoming an increasingly important responsibility for PMs. I often mentored junior team members, helping them navigate challenges, improve their skills, and achieve their career goals. Watching them grow and succeed was one of the most rewarding aspects of my role.


In one instance, a team member was struggling with stakeholder presentations. By providing constructive feedback, role-playing scenarios, and sharing resources, I helped them gain confidence and improve their delivery. Their transformation demonstrated the value of personalised mentorship.


  1. Fostering a Positive Team Culture: Creating an inclusive and supportive environment where team members feel valued and empowered is critical. I have seen firsthand how acknowledging achievements and celebrating small wins can boost morale. For example, after successfully delivering a challenging project, we held a retrospective not just to analyse what went well but also to recognise individual contributions.


Another key aspect is addressing conflicts constructively. During a heated debate within the team, I facilitated an unplanned workshop to realign everyone on shared goals and encouraged open communication. The outcome was a stronger, more cohesive team.



Potential Controversies


Controversies are inevitable in any evolving field, and product management is no exception. In this section I delve into two prominent debates—balancing people management with core product responsibilities and addressing unclear career progression. While these challenges are common, they also present an opportunity to rethink and refine the role of the Product Manager in driving success.


1. Blurring of Roles


Some argue that focusing too heavily on people management may detract from a PM’s core responsibilities of defining and delivering successful products. However, I believe that managing people and relationships is integral to driving product success. Without strong collaboration and alignment, even the most well-defined product strategies can falter.


2. Lack of Clear Career Paths


As the role evolves, there is often ambiguity around career progression. PMs who excel in people management may find it challenging to advance compared to those focusing on strategic product vision. To address this, companies must create pathways that recognise and reward both skill sets.



The Challenges and Rewards of a People-Oriented Role


Transitioning to a more people-focused role isn’t without its challenges. It requires patience, adaptability, and a commitment to continuous learning. There were moments in my career when I struggled to balance stakeholder expectations, team dynamics, and customer needs. However, the rewards—such as seeing a team thrive or a customer’s delight—make it immensely fulfilling.


I feel that the most important factor is that you care, you care about the product, the problem that it solves, you care about the customers. You care about the people you are working with, their struggles and how you can help them grow beyond those difficulties.


"But Reuben this is too time consuming, dealing with people drama, their dog, their kids, their need to change to winter tires, etc" Fair point but, for the time being you are working with people, for people so the word PEOPLE should give you a clue.


So how do we do this, where do we start.


Here's a cheat sheet.


How to Develop People Skills for Tomorrow's Product Management


Now keep in mind that there are volumes of books and research about this so me trying to fit it in a couple of lines is an insult but hey its a short napkin size cheat sheet that you will be carrying in your pocket.


  1. Invest in Self-Awareness: Understanding your strengths, weaknesses, and biases is the first step towards effective leadership.


  2. Seek Feedback: Regularly ask for feedback from peers, team members, and stakeholders to identify areas for improvement and give constructive feedback.


  3. Practise Active Listening: Make a conscious effort to truly understand others’ perspectives.


  4. Take Courses or Read Books: Resources on emotional intelligence, leadership, and communication can be invaluable.


  5. Learn by Doing: Every interaction is an opportunity to improve your people skills. Learn new skills, practice them.


Where do we go from here ?


As the role of PMs continues to evolve, those who master the art of balancing people-oriented skills with strategic product management will thrive. The future will likely see PMs taking on greater leadership roles, driving not only product success but also organisational culture and team growth.


In my career, I have witnessed how people-focused skills have transformed product outcomes, fostered innovation, and strengthened teams. By embracing this shift, PMs can not only navigate the complexities of modern product management but also leave a lasting impact on their organisations and customers.


The evolving role of Product Managers reflects the increasing importance of human connection in driving product success. As we continue to prioritise collaboration, empathy, and relationship building, the role of a PM will remain at the heart of creating products that truly make a difference.


Always Strive for Excellence.

Homer's Iliad


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