Product PDP

This page contains the different roles within the Product Manager path. Choose the relevant roles you want to learn about.

You can also enter the “Professional Path” to access the relevant skills and resources (coming soon!).

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Choose the roles

Associate PM
Product Manager
Experienced PM
Senior PM
IC Path
Product Lead
Principal PM
Staff PM
Management Path
Product Leader
Group Product Manager
Product Director
VP Product

Choose the competencies

All
Impact
Leadership and communication
Execution and speed
Culture and maturity

Associate PM

Professional Path

Leads a low complexity task inside the domain end to end in a domain with guidance

Product Manager

Professional Path

Leads a feature/task inside the domain end to end in a domain with guidance. 

Impact

Able to fully understand, own and communicate the business impact of their initiatives. Knows how to translate the group & domain strategy into a practical feature roadmap to get to these results.

Behaviors

  • Defines how success looks like and why each feature/task is important
  • Manages to prioritize & define the scope within a feature
  • Align the team on the expected outcome and motivation of the feature
  • Makes data-driven decisions in their day to day tasks and constantly measures the impact of their tasks

Examples

  • When introducing a new feature to the team, the PM includes the relevant evidence to support why we are doing it
  • Creates a clear plan of the feature’s scope: what’s in and what’s out, what’s the “appetite” of each deliverable and why
  • When releasing a feature, the PM shows it’s usage data to the team and the broader impact
  • Drives changes required during an iteration based on data and feedback
  • Find ways to generate quick signals to validate success
Leadership and communication

Scope – leading a feature. Perceived as the focal point (go-to) and leader of a feature, actively drives alignment and motivates the team towards the feature’s goal. Proactive communicator, highly collaborative in the team. Uses communication as means to success communication: people within the team and outside of the team feel comfortable approaching you and getting help.

Behaviors

  • Creates excitement & motivation in the team – Connects work with impact and values
  • Leads meetings and agendas in regards to the feature at hand
  • Open to receiving feedback and actively seeking for it
  • Takes full ownership and responsibility of their scope, especially when things aren’t going on as expected. Constantly seeks to learn & improve
  • Drives focus and leads the team to take fast decisions while making sure everyone is heard in the day to day work
  • Understands the tradeoffs at the iteration level, can take hard decisions and communicate them in an engaging way
  • Takes an active part and add their perspective in relevant meetings and engagements
  • Communicates problem in a positive and constructive manner, bottom line first
  • Raises flags on time, while providing different possible solutions
  • Proactively requests assistance from their peers to succeed
  • Can provide higher context to a conversation, detect when the context is missing/not aligned and request for it

Examples

  • When a discussion/question arises, dedicate the time and attention to understand the other person’s point of view and respond with full context
  • When starting any new feature ensures the team is fully aligned on the motivation, impact and why we are doing this
  • Comes prepared to meetings, sets the agenda and makes sure it leads to valuable action items while making sure everyone’s opinions are heard
  • Responsible for updating the domain roadmap items
  • Communicates feature updates, scope and deliverables in relevant forums of the company
  • Actively shares and communicates to the team new information gathered throughout the feature lifecycle to ensure everyone is aligned and has the full context
Execution and speed

Launch high quality, well-crafted features with the fastest time to market possible. Owner of the feature execution end to end:  Including Quan & Qual analysis, feature definition, prioritization & monitoring results. Operates with close guidance from the group leadership.

Behaviors

  • Understand and own the problem they need to solve and make sure everyone in the team is aligned
  • Manage the “Solution-focused” research (competitor analysis, data analysis, usability tests, feedback form)
  • Owner of brainstorm and “shaping” meetings with the team to find the best solution for the problem we’re trying to solve
  • Give valuable feedback on the solution to designers: UX/UI, microcopy, user flow, etc
  • Make sure the team is focused on building an MVP and gets validation from the real world asap
  • Help the team solve ongoing execution issues effectively to ensure fast time to market
  • Following the release, make sure the feature is discoverable and being adopted, monitor bugs and performance, and make sure the users get a good experience
  • Analyze the results and make sure the feature makes the impact it was built to make. If not, analyze why not and what should be done next

Examples

  • Write an update that explains the user problem, feature scope, feature flows and behaviors, known limitations and risks
  • Conduct usability tests before and during development to make sure the UX is clear to users
  • Schedule a brainstorming meeting with the team to find a solution to the problem and come prepared with user research and competitor research
  • Be critical to any micro – decision in the team’s daily
  • Monitor feedback form after the launch to understand user’s satisfaction and main feedback areas Build a dashboard that presents the number of bugs & critical bugs
  • Build a dashboard to present funnels and adoption metrics
  • Executes a/b tests end to end (understands the populations, traffic size, analyzes results and shares insights)
  • Re-prioritize the feature’s original plans based on real-world insights (usability tests/feedback form/AB test)
Culture and maturity

Highly aligned with the company’s culture and practices it in the day-to-day.

Behaviors

  • Takes full ownership on all aspects of the project their leading (including other’s work), no-excuses approach
  • Looking outwards and caring about the group’s big picture
  • Practicing ‘can do’ approach, focuses on how to achieve the goal before the obstacles
  • Supports others, promotes mutual help
  • Avoids silos and collaborates with other teams. Seeks to make information accessible
  • Proactively asks for feedback and seeks to improve and leverages it for improvement

Examples

  • When working on a feature, seeks to know, influence and strive for the best possible execution in his work and in the design & tech plan
  •  Asks “how can I best drive the group forward”. In tough conversations, assume best intentions and understand the full context
  • When challenges arise, ask “how can we succeed?” & “what can we do to make this happen”? NOT – why is this complex
  • “Yes first” approach to requests from peers in the company
  •  Asks teammates how he can help & celebrates their success
  • Proactively reaches out & updates relevant stakeholders
  • Post updates and shares full context
  • Asks their peers & manager for feedback on an ongoing basis and implements it
  • Sets goals with the manager & works towards them

Experienced PM

Professional Path

Leading a full domain or a big significant projects/features,  while operating with some guidance.

Impact

Build the domain’s strategy together with the group leadership, and translate it into a domain roadmap to achieve group goals together with the group leadership.

Behaviors

  • Works with the group leadership to build the domain strategy & mission
  • Connects the team to the mission and how they contribute to the company success
  • Independently builds clear and concise roadmaps (with the guidance of the group PM)
  • Monitors the domain success with quantitative data and communicate it to the team
  • Ensures the domain is producing the maximum impact and changes the direction as needed

Examples

  • Starts team meetings with the goal of the domain and always make sure everyone align to it and connect to it
  • Creates KPI’s for their domain with guidance from the group PM
  • Identifies new opportunities based on competitors research/qual or quant research
  • Creates practical ways to connect the team on a daily basis to the impact
  • Performs retrospectives on previous activities to identify areas for improvement and implements learnings
Leadership and communication

Perceived as the Product leader of a domain. Creates an environment of inclusion, trust and cultivates teamwork. Able to generate trust amongst the team and external stakeholders and to enhance an existing vision (based on the group’s strategy). The backbone of the team communication, identifies the lack of communication and overcomes it. Solves conflicts in their immediate environment (Team/domain).

Behaviors

  • Works with the group PM to enhance/build a vision for the domain
  • Ensures inclusion of the team and drives alignment
  • Seeks to educate and explain the value and the motivation behind the domain’s mission and goal
  • Creates an environment that is comfortable to speak what’s on your mind, open and encourages additional points of view
  • Represents the team in different forums and with different stakeholders
  • Proactively seeks alignment and feedback within the group
  • No pleasing compromises
  • Ability to Influence your team members, stakeholders outside your team and senior management, using different levels of details based on an understanding of the current situation while providing context when needed
  • Foster collaboration between teams within your group
  • Communicates their progress in a clear and methodical way, loops back on goals
  • Detects conflicts in communication, analyses the root cause and creates turnover in the communication method that leads to a positive outcome within the team
  • Communicates feedback in a constructive and engaging way

Examples

  • Takes an active part in building the domain kickoff (even if owned/presented by someone else within the group)
  • Updates the team on a regular basis (in dailies or dedicated meetings) on findings and progress of domain-related activities and items and communicates the business insights to the domain to ensure alignment
  • Leads the domain syncs and proactively shares updates on goals and raises flags when needed
  • Proactively asks for feedback and strives to improve the product, the domain and personal performance
  • In a complex feature, brings the relevant people to a room and continuously works to create context and to resolve
  • Communicates different alternatives while using our language (craftsmanship) and well-constructed arguments and facts and with a clear narrative (not: “I think it’s a good idea”)
Execution and speed

Owner of the execution of all the features in the domain. Identify problems the domain should solve, prioritize these problems and manage the execution to solve them end to end.

Behaviors

  • Ability to integrate and generate insights about both the problem and the solution based on several research methods (qual, quan, competitors, company strategy)
  • Identifies and define the problems the team should solve in the feature
  • Prioritizes the problems within the feature based on confidence, impact and effort and translate them into a plan
  • Shares the problems, impact & plan with the team, and make sure everyone is aligned with it
  • Creates a quarterly execution plan for the entire domain
  • Defines what is the smallest product they can build in order to deliver value, start getting feedback & check the hypothesis of the feature
  • Makes sure the team is on track with the quarterly plan
  • Delivers great features, consistently

Examples

  • Asks questions like ‘How much time is it going to take to build this infra’ and create a clear way to prioritize between alternatives
  • Searches for signals without code in order to create validation on the chosen direction and ship fast
  • Prioritizes investment between several features in the domain based on post-launch results
  • Builds a Gantt with the quarterly plan and makes sure the team is on track. Raise flags when needed
Culture and maturity

Communicates and drives the company’s culture in the team.

Behaviors

  • Founder approach – become a safety net in the domain, cares as if it’s their own
  • Seeks to understand the company’s strategy and the big picture and makes day-to-day decisions based on it
  • Inspires the team with a ‘can do’ approach, cultivates a winner state of mind in the team
  • Manifests the monday culture and values in an accessible level
  • Able to think on things from the other person’s shoes and convey messages in a way that will resonate with them
  • Silos breaker, seeks to learn and share context
  • Learn from successes and failures, turn them into actionable insights

Examples

  • Work rigorously with the designer to solve a design challenge
  • Peers naturally approach them for domain related questions
  • When facing a trade-off between the team’s initiative and a request from other teams, make a decision based on the big picture
  • When facing obstacles or complexity, challenges the team in regards to “what can be done” and not “why it’s hard”
  • Acts as a buddy to new joiners and teaches them the monday way
  • When trying to ask another team to do something, understands their priorities and status, and seeks to explain how it will benefit them
  • Keeps track of what’s going on in other teams/stakeholders, asks for more context if needed and shares their own context
  • If a feature failed, conducts a retro with learnings and share them in the company

Senior PM

Professional Path

Leads a complex domain/effort to have a major effect on the company goals. Owns domain success and failures.

Impact

Leads the domain in a way that consistently creates an impact on the bottom line. Identify & focus the team on areas that are contributing the most to the ‘bottom line’ and / or strategy of the domain. Define the roadmap that’s needed in order to meet these goals.

Behaviors

  • Builds the domain strategy & mission that maximizes impact based on the company and group’s strategy
  • Builds full context for everyone in the team in a way that allows them to understand the impact of their day to day activities
  • Independently builds a clear and concise roadmap to reach the goal
  • Creates methods for monitoring the real life results and drives decisions based on it
  • Impacts the product org/group, takes part and leads activities while practicing the ‘impact-driven approach’
  • Manages to detect setbacks and pitfalls from a previous Q and integrates them in the way of operation in the next Q
  • Has meaningful Q wins / learnings that are tangible and measurable

Examples

  • Starting their presentations with the company mission -> the group missions -> the domain mission and show how they contribute to the broader picture
  • Defines KPIs and goals, make sure the KPIs and goals are presented in a dashboard and that all the team and stakeholders are aligned
  • Asks product managers that you’re working with questions like – ‘why is it important’? ‘What are you trying to achieve here’?
  • Changes direction / target audience / value proposition based on Q learnings
Leadership and communication

Leading a full domain independently. Viewed as a meaningful product leader in the group and takes a significant part in driving the domain and group forward. Owns the vision of the domain and knows how to instill confidence and guide the team through ambiguous situations. Actively leads cross efforts in the group and mentors PMs in the group. Generic communicator, narrative builder and connects the domain with external interfaces. Acts as an interface for the domain in all product matters.

Behaviors

  • Takes full ownership over the domain roadmap and activities and ensures alignment to the company strategy
  • Ability to share a compelling vision for your domain built on a thorough understanding and domain expertise
  • Provides growth opportunities and empowers others to be better.
  • Empower others in the team to take ownership and make decisions (When there are multiple options to move forward, allow others to make the decision and lead their way while ensuring alignment to the top goals and strategy).
  • Celebrates successes but also takes full ownership when things go sideways and strives for constant learning
  • Can build and communicate a narrative, verbally and in writing, from scratch, and engage stakeholders with a new goal
  • Communicates with all types of disciplines from the company, and adjust their message according to the different audiences
  • Fosters collaboration between groups and domains
  • Consistently contributes meaningful and actionable feedback that can be translated to actions and results
  • Detects areas with non-effective communication and suggests alternatives for improvement. Resolves communication conflicts between domains

Examples

  • Mentors product managers within the group
  • Owns the kickoff of the domain E2E
  • Can represent the company externally in conferences, webinars, external partners, etc
  • Can start new initiatives in the domain and get the buy-in of stakeholders to invest their time in this
  • People always look for their feedback, positive and constructive
  • Translates feedback from kickoffs and Q summaries into actions
Execution and speed

Owner of the execution of all the features including low- certainty and large scope & land features.

Behaviors

  • Identifies opportunities and problems the team should solve in a complex domain
  • Breaks down large and complex products into deliverable steps
  • Make sure the execution is according to our product principle and strategy
  • Exceptional knowledge of product craft and ux. Improving product crafts of other group members.
  • Consistently leads a successful product strategy and fine executed products within a scope of a team.
  • Delivers great features with high complexity (large scope / low certainty), consistently
  • Improves the research processes, see how we can add more methods and improve the current ones
  • Helps to increase the execution level in other domains in the group
  • Educates other PMs / Builders regarding quant and quan research methods and best practices

Examples

  • Understands how the team best leverage the product building blocks to build the right solution
  • Prioritizes speed and time to market vs. infra
  • Says sentences like ‘ this is important but it’s the next step’, ‘it’s not in the MVP’
  • Performs “product reviews” with other PMs
  • Builds a presentation to the “product pros” / “bootcamp” about feature measurements / user interviews / managing tests etc’
Culture and maturity

A culture influencer, accountable for the culture in their domain and influences other domains.

Behaviors

  • Treats his team as a “mini-company”, proactively identifies and works to solve culture issues in the domain
  • Take steps that improve our culture
  • Rock-solid behavior in stressful times, proactively engages others to create a positive atmosphere
  • Inspires people outside of their domain with a ‘can do’ approach, acts as a role model of the monday culture
  • Shows empathy and provides a “safe haven” for peers to talk to and consult, reflects and helps bridge the gap
  • Provides his peers & team with smart & constructive feedback

Examples

  • When notices behaviors that don’t fit in our culture, addresses them and seeks to teach and guide
  • Initiates an idea (mixed lunches) that serves our culture
  • When the team is stressed before a release, seeks to understand and dissolve the origin of stress and create a good atmosphere and fun
  • Schedules a brainstorming session with a peer to help them solve a product challenge
  • When approached, listen carefully, empathize and understand their issue. Leverages his knowledge and skills to help them
  • Provides consultations to a peer to help them overcome challenges. Mentors junior PMs working on a feature

Product Lead

Professional Path

Coming soon!

Principal PM

Professional Path

Coming soon!

Coming soon!

Product Leader

Professional Path

Coming soon!

Group Product Manager

Professional Path

A senior manager and leader in the Product.

Impact

Creates an impact-first culture via leadership, inspiration and mentorship within and external to the group. Leads the group to deliver meaningful, measurable impact, consistently.

Behaviors

  • Define & refine group core and teams core, proactively puts core first with an extreme level of ownership
  • “Impact through focus” – defines vision & mission to focus the teams on the “winning picture”
  • Builds a wide context and understanding for all people in the group in a way that allows them to take impact-driven decisions in their day-to-day
  • Have a good grasp of reality/state of the union, know to detect “sine” behaviors and take proactive actions in time
  • Drives the most impactful direction to ensure success, either personally or by assigning the right person on the job
  • Owns the “cross-concern”, breaks silos between teams and ensures no ball gets dropped
  • Introduces clarity, brings high-level/ambiguous concepts to the ground to set clear and ambitious goals
  • Creates a predictable group-level beat and drives delivery goals
  • “Impact through others” – manager of managers/leaders, amplifies impact via mentoring, directing and training; sees a “bigger picture” and ensures inbound and outbound context is shared
  • Has the right knowledge and ability to be very effective and deliver high-quality results
  • Drives impact through team building (planning, setting goals, setting vibe/atmosphere, creating culture, changing and adjusting group structure, hiring/firing/promotions,etc)
  • “Rocks the boat” to introduce growth-inducing friction
  • Identify cross-company opportunities and ensure alignment towards the optimal goal, drives company/product wide initiatives in sync and synergy with other groups

Examples

  • Create concrete Q goals based on the company strategy and product vectors with a clear definition of success
  • Recognizes opportunities to optimize processes, at all levels (team, Product Group, company)
  • Detects setbacks in the processes or daily conduct by deep diving and getting their hands dirty, when needed
  • Setting “traps” for projects that allow a “10x” thinking and focus on the impact
  • Creates a framework for impact measurement and visibility of ‘real life’ results to the team
  • Creates a setup where people are empowered and makes more impact as time passes by
Leadership and communication

Provides solutions and guidance on all aspects within the domains and ensures the product managers’ success within the teams. Proactively promotes positive, effective and respectful communication. Navigate complex and stressful situations in a way that promotes collaboration.

Behaviors

  • Works with all domains to ensure alignment to the overall company and group vision
  • An ambassador of the Product and the Product leadership, can represent the Product perspective, culture and core values
  • Actively shares updates and context to the overall mission and plans to ensure everyone has the full context to make smart decisions
  • Accountable for driving the group to success, together with the R&D & Design leads, identifying areas of opportunity and acting upon it
  • Owns and drives (together with the product managers) the personal development plan of each team member
  • Provides constructive feedback to enable the growth of members within each domain
  • Promotes a culture of openness and sincere and frequent feedback, where people have the best intentions in mind while providing feedback
  • Can convey non-popular opinions in a sincere way with the appropriate context and framing, making other people understand the ‘why’
  • Adjusts the level of details and way of communication-based on who the target audience is
  • Proactive about building context, creating feedback points and reporting, to stakeholders and management
  • Keeps everyone on top of the group’s activities, vision and goals
  • Build methods and tools for communication, mentors managers on building inspiring and engaging messages
  • A driver of collaboration – both inbound and outbound. Sets an example in their interactions with the team, peers and management
  • Detects and solves issues in cross Product/cross-department collaboration issues.

Examples

  • Owns the high-level agenda of the group for the Q and year
  • Takes an active part in big features research, planning and execution and provides constructive feedback when needed
  • Plans the PDP with every team member to support their growth
  • Leads cross-domain efforts by communicating clear and inspiring goals, not because of authority
  • Provide constructive and actionable feedback to a colleague in an engaging way, one that makes the feedback wanted and actionable
  • Detects an issue with the role definition of the CXS in the domains and work in collaboration with CS to make it clear
  • Can communicate conflicts about assignments of new people in an engaging why, while creating the needed context for their peers
  • Communicates delays and changes in plans to stakeholders in a structured way
Execution and speed

A manager of managers, leads the execution of multiple teams with a shared goal. Holds the entire group complexity end to end, driving the group roadmap and activities to support the company strategy, in practice.

Behaviors

  • Drives to fast, quality execution by creating the right focus and cadence within the group
  • Makes sure that everyone has defined goals and practical ways to measure the execution level, towards the real world – both in the iteration and Q level
  • Finds practical and diverse ways and processes to allow speedy execution as complexity rises
  • Creates a culture and reality of constant learning in a structured and consistent manner, one that drives constant improvement in the execution
  • Stays solid in the speed perception and constantly challenges the “common beliefs” around speed and quality, drives others to think outside of the box on their challenges and takes educated risks in their day-to-day
  • Sets a bar for the group’s execution, manages to create a consistent, predictable and constantly improving execution in all the group’s teams, iteration after iteration, Q after Q
  • Puts an emphasis on “great defaults” and “planting the seeds in the right place”, as the basis for speedy execution

Examples

  • Oversees the quality of execution by reviewing an execution plan with its deliverables. Gives feedback that drives improvement in the next cycle
  • Creates a beat of ceremonies that promotes the execution level in the group like product talks, features retrospective in the group forum, cross-items craft reviews, etc
  • Finds a way to get a signal around a new direction in a cheap way that saves meaningful time by allowing fast, cheap and significant learning
  • The group knows its execution capabilities and manages to plan ahead and execute big and meaningful projects while breaking them down into small steps
Culture and maturity

Accountable to create a micro-organization that preserves and improves the monday culture while creating their own unique culture. Shares the responsibility to drive the Product culture.

Behaviors

  • A builder’s state of mind. Controls the details. Don’t just manage their team from the “high level” but get their hands dirty
  • Brings a contagious “can-do” approach to the day to day and drives a winner state of mind
  • Creates a unique organizational culture. Trigger and drive changes in who we are and how we work in order to keep the monday culture intact as we grow
  • Take monday values into practice in the group’s day-to-day. Transparent and inclusive in the way he operates, creates a strong sense of ‘We’ rather than ‘I’
  • Puts our users in the center, relentless about building the ‘best product’, one that makes our users succeed with their challenges
  • Creates tools and setup that empowers others to make decisions, independently, while getting feedback from the real world
  • Recognizes points that require interference and manages to get to the root cause and drive a resolution in the Product org
  • Proactively builds context and take actions in order to be up to date with what other groups are working on
  • Sees all the Product org challenges as their own, acts upon what’s broken
  • Drives actions that create a clear mission statement and manage to translate it to KPIs and goals in an engaging way. One that drives from deep understanding of the “why” by everyone in the team

Examples

  • Shares the full picture about things that don’t work and on day-to-day failures in a way that allows others to take part in solving it
  • Holds a group bi-weekly group meeting and explain the full context in a transparent manner, to make sure everyone is included and understands the “why”
  • Take active part and shapes cross-product events (pre Q alignment, kickoffs, …), syncing with other group leads
  • Communicate the context for parting ways with an under-performing team member
  • Create a roadmap motivation presentation to onboard the team for the Q plan

Product Director

Professional Path

Coming soon!

VP Product

Professional Path

Coming soon!