Skills honed in journalism—such as effective communication, storytelling, empathy, active listening, and asking probing questions—are directly transferable and fundamental to succeeding as a product manager.
When a manager's evaluation and an employee's self-assessment differ, treat it as a valuable signal. This gap is not a conflict to resolve but a conversation starter to clarify expectations, uncover blind spots, and align on performance standards before formal reviews.
Move beyond annual reviews by implementing a structured competency model for bi-monthly, one-hour check-ins. This practice removes ambiguity from feedback, makes it conversational and actionable, and creates a continuous, transparent growth loop.
A common pitfall for new managers is seeking validation by being liked. A great leader's role is to provide constructive challenges and uncomfortable feedback, which fosters genuine growth and ultimately earns the team's gratitude and respect.
To upskill a product team in AI, avoid creating a separate, intimidating new skill category. Instead, frame AI as a tool to augment existing competencies like execution (writing user stories), customer insight (synthesizing research), and strategy (brainstorming).
A product manager's most valuable asset is their time. To combat burnout from constant context-switching, leaders can institute a company-wide 'Focus Friday'—a day with no scheduled meetings, protecting time for deep work and preventing weekend spillover.
In the news industry, many product managers are former journalists who transitioned through "bridge roles." Positions like social media strategist or audience engagement manager provide critical exposure to data and metrics, creating a natural pipeline into product.