How to Escape the Product Manager Burnout Cycle
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Chapter 1: Understanding the Burnout Phenomenon
The phenomenon of burnout among product managers is increasingly prevalent. However, I propose that there are alternative approaches to mitigate this issue.
During a particularly taxing meeting series—six consecutive sessions of 30 minutes each—a critical stakeholder stated, “We must have that capability from day one; otherwise, we cannot facilitate the cutover.” Recognizing that this feature was not essential, I retorted, “Do you need something that isn’t utilized in the current process?” This exchange marked the beginning of a conflict, and ultimately, I found myself on the losing side.
Such encounters were far too frequent, and it took me considerable time to understand the underlying reasons for their recurrence. Often, these clashes occurred late in the day when I was already fatigued. However, there were days when I felt energized, while on others, I was completely drained. To address this, I delved into research about factors like sleep, exercise, diet, and caffeine intake.
The literature on product management offers little relief. Prominent authors frequently discuss the demanding nature of the role, likening it to juggling multiple tasks and spinning plates, suggesting it takes extraordinary individuals to excel. It often seems the community has resigned itself to the notion that this is simply the norm.
But consider this: what advancements could have occurred in software engineering had the community not confronted its challenges? Addressing issues such as sustainable velocity and context switching led to the emergence of methodologies like Agile and DevOps. Similarly, the field of product management should not stagnate in the face of evident deficiencies; we must strive for continual improvement and innovation.
Reflections
In my unwillingness to accept that the profession necessitates unhealthy work habits, I came to two key realizations:
- Enduring six or more context switches without breaks leads to decision fatigue, resulting in diminished performance.
- Holding two or more hours of back-to-back meetings often renders the final hour of the day unproductive, particularly if these meetings occur late.
Responding to these insights, I decided last year to eliminate continuous meetings and introduced time blocks to mitigate the negative impact of late-day commitments. To my surprise, I discovered that I was often the one scheduling these meetings. Moreover, even when I was not the one setting them, I had significant control over my commitments. This control was not illusory; I could delay, delegate, or outright reject many requests directed at me.
Epiphany
Why are product managers so perpetually busy? Why do we rush from call to call, juggling numerous tasks and engaging with stakeholders in a frenzied manner? The answer often lies in self-reflection.
The reality is that we are often the primary architects of our own busyness. In most organizations—perhaps excluding Tesla with its unconventional views on work-life balance—we possess more control over our time than we are willing to acknowledge.
Consider the following: which product is superior—the one that is meticulously prioritized or the one that drifts in response to fleeting demands? Is it a feature factory or an outcome-driven, customer-focused entity?
Now, imagine your to-do list as the product backlog. Would you permit that backlog to become bloated with trivial tasks that consume your time without advancing your goals? Certainly not, as your role is to prioritize effectively.
To enhance personal time management, I recommend the ‘big rocks’ method, which emphasizes allocating time primarily to core goals and objectives, only accommodating additional tasks if time permits.
Numerous articles detail the big rocks methodology, so I won’t elaborate extensively. What’s crucial is prioritization—find a method that resonates with you, experiment with it, and pivot as necessary. Reflect on whether the challenge lies in the method itself or your approach.
The Second Insight
I can hear the objections now: “Prioritization is nothing new!” I understand your frustration. However, framing your task list as a product backlog can provide a fresh perspective. The transformative power often lies not just in prioritization itself but in the consistent application of that process.
Nonetheless, prioritizing your tasks doesn't eliminate the problem of an overwhelmingly long to-do list. An unmanageably lengthy priority list can lead you back to burnout, particularly when highly motivated individuals push through until they reach their breaking point.
This unending list of tasks can invade your thoughts at night, disrupt your dreams, and intrude upon your daily moments of peace. The solution is straightforward: learn to say no.
Say no to excessive meetings. Say no to too many concurrent tasks. Say no to any demands that compromise your capacity. Conversely, say yes to strategic planning, recognizing the need for both growth and recovery periods.
Embrace your right to take vacations and spend quality time with family. Prioritize deep work, and align yourself with managers and organizations that respect the need for focused effort. Say no to those who drain your energy and leave you feeling depleted.
Crucially, say yes to being aware of your resources—recognizing when your team is understaffed or when roles are filled by individuals who may not meet expectations, creating a situation where your prioritized list becomes unmanageable.
Say yes to defining the boundaries of Product Management, limiting project management tasks to maintain focus.
Reading the Signals
I frequently encounter individuals who struggle despite understanding the principles of good prioritization. What signs do they exhibit?
They often appear irritable during calls, with moods fluctuating throughout the day. Some days they radiate energy; other times, they seem distracted or disengaged. These variations are telltale signs of internal turmoil.
If you eliminate the usual suspects—fatigue, hunger, or stress from personal relationships—the remaining cause is often rooted in self-imposed pressures. The fear of failing to meet expectations or forgetting tasks can overshadow their ability to work effectively.
When you prioritize correctly and defend your time for deep thought, tackling tasks asynchronously where feasible, these symptoms should not manifest. If you are confident in your approach, any persistent stress likely stems from resource issues—external demands that exceed your available time.
Reflect on your own signals: who or what is driving your busyness? Could it be that you are the primary contributor?
Some sources of inspiration for this article: