The Art of Evaluating PMs: Unlocking Their True Potential
How to evaluate your PMs using the ALIGN framework - Growth Track Grid Included
You've successfully onboarded your latest prodigy: a rock-star Product Manager (PM). Now it's time for them to make an impact on your business, transforming it for the better. But the real challenge lies ahead: evaluating their performance and nurturing them to reach their potential. And no, you can't simply judge a PM by the volume of product they ship. After all, we firmly believe in Outcomes > Outputs. So, we need a more sophisticated, holistic approach to evaluation.
When I joined Wonolo, the growth tracks for PMs resembled the aftermath of a tornado. It was time to tear them down and rebuild using the ALIGN framework. ALIGN stands for Accountability, Leadership, Intelligence, Growth, and Norms. This ingenious framework was developed by our then VP of People and proved to be the perfect way to segment the specific competencies needed to evaluate PMs.
In this post, I'll focus on evaluating Individual Contributor (IC) PMs, since people management warrants its own magnum opus.
At Wonolo, we had seven levels for IC PMs, each with its own title:
L1: Associate Product Manager
L2: Product Manager I
L3: Product Manager II
L4: Senior Product Manager
L5: Staff Product Manager
L6: Principal Product Manager
L7: Sr. Principal Product Manager
Allow me to shed some light on the inner workings behind the construction of this magnificent structure. You see, the VP of Engineering and I shared a harmonious vision: to standardize the nomenclature of the illustrious titles spanning L4 to L7, ensuring that "Principal" carried the same weight across both Engineering and Product. And so, in a stroke of genius, the product organization embraced the "Staff" designation and elevated the Principal title to L6. While some may scoff at the importance of titles, let us not forget that in the remote work landscape, these appellations serve as vital beacons of seniority amidst the sea of cross-functional faces we've yet to encounter in the flesh.
Furthermore, in a moment of clarity, I decided to cleave the Product Manager role into two distinct echelons: I and II. This division arose from the incontrovertible fact that "Senior" merited the L4 position, while "Associate" was undeniably suited for L1. And thus, the creation of I and II elegantly resolved our conundrum, paving the way for a well-structured product organization.
Now, let's dive into the competencies we developed to evaluate PMs, organized by the ALIGN framework for consistency.
Accountability: Achievement against company and team goals and KPIs
Execution: Ability to execute roadmap items and meet deadlines Analytics &
Research: Ability to analyze and present data and research findings
Writing: Ability to effectively communicate through written communication
Team management: Ability to manage the Tech team
Leadership: Collaboration and ability to multiply (10X) the impact of those around you
Stakeholder management: Ability to manage Stakeholders
Communication: Your ability to write and speak as it relates to your work
Feedback: How you handle giving and receiving feedback
Intelligence: Role-related knowledge
Planning: Ability to effectively plan roadmaps and timelines
Presenting: Ability to communicate effectively in presentations
Strategizing: Ability to impact strategic direction
Evangelizing: Communicating domain expertise externally
Growth: Scope of role and future potential.
Scope & Complexity: How you work, who you work with, and your role in projects
Problem Solving: Your ability to apply strategic thinking to work
Product Sense: The ability to understand why a feature would or would not work
Norms: How we act when no one is watching.
Culture: Living the Tao
Ah, my dear reader, let me regale you with the tale of the ALIGN framework, a system that has stood the test of time, loyally serving me for several years. The demarcation between the realms of Accountability and Intelligence is as delicate as a tightrope, with competencies teetering on the edge of classification. One might be tempted to argue that Planning, for example, belongs in the Accountability domain. However, my decision to employ this particular framework was driven by a dual purpose: it accurately reflected my vision for the competencies, while simultaneously striking a harmonious equilibrium amongst the ALIGN sections.
Now, let us not forget the venerable Tao of Wonolo, which boasts a grand total of five attributes. While it may appear as the smallest of the ALIGN clusters, much like an iceberg, its true magnitude lurks beneath the surface, rendering it the largest bucket in our esteemed framework.
Over the years, I've found that the best way to use this framework in practice is to "grade" each PM for each competency using the following methodology:
Above level
At level
Below level
This system is not only transparent, but it also allows for effective coaching. For example, a newly promoted Sr PM may initially have 8 "Below level" grades, but with clear communication and guidance, they can rise to the challenge and soar to new heights.
This framework also keeps PMs from becoming complacent. An L4/Senior PM with all "At level" grades must start investing in certain areas to break through to L5/Staff PM. Click the image below and you’ll be able to see the detailed Growth Track - feel free to make yourself a copy!
In conclusion, by embracing the ALIGN framework and its grading methodology, you can evaluate your PMs in a way that's both comprehensive and transparent. This approach fosters a culture of continuous growth and improvement, ensuring that your PMs not only reach their potential but also drive your organization to new heights of success. So, go forth and unlock the true potential of your PMs, and witness the transformation they can bring to your business. With the right framework, you'll be nurturing a new generation of product wizards, making the world a better place, one ingenious feature at a time.