Gannon's PM Hiring Playbook

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Calibration

After the interview process is complete, the following calibrations steps should be taken to decide to hire or not hire the candidate

After the interview process is complete, the following calibrations steps should be taken to decide to hire or not hire the candidate

The hiring manager should set-up a meeting with everyone from the interview committee

Moving around the room, each candidate should explain their rationale for their conclusions, focusing only on the dimension they interviewed for

After considering feedback from the team, the hiring manager should make a hire/no hire decision.

Use the following as a guide in assessing and level candidates:

PM Career Path

PM Career Path

Dimension

Associate PM

Senior PM

Director PM

VP PM

Independence

Operates with some independence, but with explicit direction from their manager and close supervision

Operates with some independence, but with regular supervision and check-ins with their manager

Demonstrates evidence-based objectivity in decision making

Practices non-attachment to solutions

Operates independently with little or no supervision; manager dynamic transitions to one of coaching and guidance; makes independent, evidence-based decisions with rare management intervention or course correction.

Operates independently with no operational supervision;

Operates independently with no operational supervision

Product Scope & Execution

Contributes to the enhancement of existing features

Learns fundamentals of user centered product development

Learns how to leverage quantitative and qualitative data to inform product decisions

Learns the fundamentals of software development and begins to put those learnings into practice under the guidance of their manager

Owns specific solutions within a Product Squad Identifies and clearly articulates user needs Ideates and proposes solutions

Effectively navigates organization to get shit done

Demonstrates deep understanding of user-centered product design principles

Leads a Product

Responsible for their squad's objective, key results, and feature roadmap

Prioritizes based on reach, impact, confidence and level of effort

Responsible for the quality and impact of their features Leads

Sprint Planning and Daily Standups

Identifies and solves blockers Makes rational trade-offs to hit deadlines

Presents quarterly OKRs and roadmap to exec leadership, solicits and evaluates feedback

Proactively identifies blind spots (in and outside of core responsibility area) and takes the initiative to address the issues

Responsible for 1-3 Product Group(s) comprised of multiple Product Squads

Leads quarterly OKR and roadmap planning for their Product Group(s)

Contributes to the definition of the Product Groups and

Defines the vision and high level goals for their Product Group(s), aligned with the overall Product Vision and Company Goals

Defines and seeks to constantly improve processes and best practices

Builds cross functional consensus around vision and development process

Effectively communicates Product Group goals and vision to exec leadership

Demonstrates openness and consideration to executive feedback

Ensures we are using the best interviewing and hiring practices to build a world class team aligned with our principles

Responsible for entire

Articulates Product Area vision, strategy and goals

Oversees processes and practices, providing guidance and coaching when needed

Helps exec understand opportunities, tradeoffs and risks in business decisions

Leadership

Learns techniques for uncovering latent user needs and evaluating the potential impact of addressing those needs

Understands's core product management and design principles

Can effectively communicate 's long term product and company vision

Demonstrate strong written and verbal communications skills

Articulate and Evangelize your team's vision & strategy

Drive the team to achieve its goals

Manages 1-5 APMs and PMs

Effectively partners with eng lead counterpart(s)

Proactively reviews cross teamwork and provides thoughtful feedback

Drives alignment with other product managers through strong cross-team product leadership

Builds cross-functional relationships and ensures company-wide understanding of product goals and priorities

Provides air cover to team using data-informed, well articulated arguments

Manages 2-10 Squad Leaders

Leads by example Provides coaching and guidance while fully empowering team

Acknowledges growth areas and solicits performance feedback from subordinates

Consistently demonstrates a passion for product and desire to never stop learning

Demonstrates authenticity, humility and deference in day-to-day interactions with everyone in the organizations

Establishes personal principles (blueprint) and shares them broadly

Actively seeks diverse viewpoints and carefully considers other points of view

Develops strong cross-disciplinary leadership across marketing, customer service, exec and more

Manages 2-10 Product Group Leaders Puts the development of their team as priority number 1

Always takes accountability for team performance; never throws anyone under the bus

Practices Radical Candor when providing performance feedback

Regularly and effectively presents to exec leadership

Carefully consider executive feedback

Ensures entire tech org understands and supports product visions

Provides team with long term vision and goals, but does not dictate how they get there

Builds a culture of trust, respect and diversity Instills confidence in team and proactively works to address issues of fear and uncertainty Influences team to set ambitious goals and celebrates calculated failure

Develops nuanced and agile understanding of product management Intuitively knows when and why to break the rules

Establishes deep cross-functional industry and technological credibility

Ability to quickly make difficult decisions and live with them

Innovation

Learns the fundamental techniques for addressing unmet user needs

Successfully address unmet user needs

Ideates and researches potential solutions

Runs experiments and studies to validate impact

Analyzes quantitative and qualitative data to inform decisions

Understanding the cost/benefit of the solution

Instruments features to capture the necessary metrics to evaluate impact

Demonstrates objectivity and non- attachment to specific solutions

Ability to identify how ’s unique assets can be leveraged to address unrealized user needs and new product lines and business opportunities

Capacity for creative problem solving

Demonstrates strong cognitive agility (new ways of thinking)

Successfully identifies and addresses unrealized user needs

Deep technological understanding

Broad knowledge of how leading edge technology can be applied in novel ways across a range of industries and user needs

Establishes company-wide and industry credibility as a technology and industry innovator

Speaks and publishes original works of innovative thinking

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