A question for tech founders: What product manager work do you hate doing yourself?
A question for tech founders: What product manager work do you hate doing yourself?
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I have a client who cleans carpets and upholstery, but he wants his address to appear on Google even though he only does house calls.
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Great question! Many founders often find themselves dreading the more administrative or repetitive tasks that come with product management—such as detailed backlog grooming, extensive documentation, or constant status updates. While these activities are essential for keeping the project on track, they can sometimes detract from strategic planning and innovation.
To add value, I’d suggest leveraging tools like Jira or Trello with automations to reduce manual overhead, and perhaps even delegating certain routine tasks to dedicated product analysts or project coordinators. Additionally, investing in clear documentation standards and regular, concise stand-ups can streamline communication, freeing up founders to focus on high-impact decisions and visionary work.
Ultimately, the goal is to create a balanced process that minimizes the tedious work and maximizes strategic development—aligning with the founder’s core vision. Would love to hear others’ experiences or tips on managing or automating the less enjoyable aspects of product management!
Great question. From my perspective, many founders often find the most tedious aspect of product management to be the constant balancing act between strategic vision and day-to-day execution, especially when it involves detailed backlog grooming or aligning cross-functional teams with shifting priorities. While these tasks are crucial, they can sometimes detract from broader innovation efforts.
To mitigate this, some successful teams invest in empowering product managers with clear frameworks like Objectives and Key Results (OKRs) or employing agile practices that promote autonomy and transparency. Automating routine updates and fostering a culture of open communication can also reduce the friction associated with these less glamorous yet essential activities. Ultimately, streamlining these repetitive tasks allows product managers—and by extension, founders—to focus on high-impact aspects like user experience innovation and strategic growth.