Leading with empathy in PM

As product management folks – we bring heart and empathy to our users and customers. We know through both quantitative and qualitative data that empathy enriches product management. It transforms user-approved products and features. That same empathy enhances team collaboration and fosters a culture of trust and respect.

However, sometimes, within product teams, that same empathy toward our colleagues may fall short. Sometimes, we get so wrapped up in the software development lifecycle, deadlines, releases, bug fixes, etc., that we almost forget that, in those moments of heightened stress, we are all merely humans. 

We’re all humans trying our best, and needing autonomy. We forget that we are all human, waking up daily, collaborating, and bringing diverse perspectives and expertise to teams.

Leading with empathy is not just a soft skill but a fundamental approach that can transform teams, drive innovation, and ensure that products truly resonate with users. How do we encourage open communication in teams and organizations? Just like we would with our users and customers. We’d talk to them, we’d enquire, we’d brace ourselves for feedback, and we put our egos aside. 

“Our need to be right closes us off, forces us to retreat into a reactive posture, and drives us to protect our egos at all costs, no matter the truth of whatever it is we’re holding onto.” – https://www.bringthedonuts.com/essays/on-needing-to-be-right/

Lean into your team, via retros and team meetings, to understand your highest priorities with time-sensitive milestones and outcomes working towards improvement.

Self-awareness is key to leading with empathy. Empathetic leadership involves not just understanding work-related issues, but also supporting the overall well-being of your team members. If we allow ourselves to be more empathetic, we allow ourselves to be non-judgemental and curious. If we allow ourselves to be curious, we allow ourselves to learn.  Ken Norton doubles down on his perspective here, as well. 

When discussing building great products, we must desire to build great teams and individuals simultaneously. The mental health of your teams should be a clear value with desired outcomes, just like the health of your product. 

We all have different values and drivers. Personally, my values are deeply rooted in autonomy, collaboration, and respect. I challenge you to consider refining yours, giving them room to evolve. We all deserve the same care we offer our customers and users, alike.