Anti-patterns and mistakes to avoid as a product manager. Use when evaluating leadership behaviors, improving team dynamics, reflecting on management practices, or onboarding new product managers.
Provides anti-patterns and mistakes to avoid as a product manager. Use when evaluating leadership behaviors, improving team dynamics, reflecting on management practices, or onboarding new PMs.
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A comprehensive guide outlining common mistakes and counterproductive behaviors that product managers should avoid. Understanding these pitfalls helps PMs build better relationships with teams and create more effective working environments.
DESTRUCTIVE BEHAVIORS MAP
TRUST KILLERS AUTONOMY KILLERS
├── Micromanagement ├── Not trusting decisions
├── Finding mistakes ├── No tools/processes
├── Mind-reading expectations └── Keeping team dependent
└── Siloed conversations
MORALE KILLERS CULTURE KILLERS
├── No recognition ├── Fear-based environment
├── Unequal treatment ├── Toxic behavior tolerance
├── Ridicule and belittling └── Only few feel heard
└── Extra hours expectations
❌ DON'T: Meet multiple times weekly just to check progress
❌ DON'T: Need to know every detail of how work is done
❌ DON'T: Question every decision team members make
WHY IT'S HARMFUL:
├── Signals distrust
├── Slows down delivery
├── Prevents ownership
├── Kills creativity
└── Drives talent away
✓ INSTEAD:
├── Set clear goals and expectations
├── Check in at appropriate intervals
├── Trust your team's expertise
└── Focus on outcomes, not methods
❌ DON'T: Spend time hunting for mistakes
❌ DON'T: Make team feel constantly under surveillance
❌ DON'T: Act like you're the only one with answers
WHY IT'S HARMFUL:
├── Creates fear of trying new things
├── Kills innovation
├── Damages psychological safety
├── Leads to hiding problems
└── Destroys team confidence
✓ INSTEAD:
├── Focus on learning from mistakes
├── Celebrate calculated risks
├── Create blameless post-mortems
└── Model vulnerability yourself
❌ DON'T: Expect team to know what you need without saying
❌ DON'T: Get frustrated when they "don't get it"
WHY IT'S HARMFUL:
├── Sets people up to fail
├── Creates unnecessary stress
├── Wastes time on misalignment
└── Damages relationships
✓ INSTEAD:
├── Be explicit about expectations
├── Document requirements clearly
├── Ask if your instructions were clear
└── Create feedback loops
❌ DON'T: Withhold tools/processes that help success
❌ DON'T: Create situations where failure is inevitable
WHY IT'S HARMFUL:
├── Creates unfair blame situations
├── Prevents team success
├── Shows lack of investment
└── Breeds resentment
✓ INSTEAD:
├── Provide necessary resources
├── Document processes clearly
├── Train on tools and expectations
└── Remove blockers proactively
❌ DON'T: Build systems that require your constant input
❌ DON'T: Hoard knowledge and context
❌ DON'T: Be the bottleneck for all decisions
WHY IT'S HARMFUL:
├── Creates single point of failure
├── Slows everything down
├── Prevents team growth
└── Burns you out
✓ INSTEAD:
├── Build self-service systems
├── Share context broadly
├── Delegate meaningful decisions
└── Create documentation
❌ DON'T: Skip celebrating achievements (especially small ones)
❌ DON'T: Treat all contributions as equally expected
❌ DON'T: Focus only on what's left to do
WHY IT'S HARMFUL:
├── Demotivates high performers
├── Reduces discretionary effort
├── Creates "why bother" attitude
└── Increases turnover risk
✓ INSTEAD:
├── Celebrate wins publicly
├── Acknowledge individual contributions
├── Note both big and small achievements
└── Connect work to impact
❌ DON'T: Show same appreciation to high and low performers
❌ DON'T: Give more attention to disengaged people
❌ DON'T: Ignore extra effort from top contributors
WHY IT'S HARMFUL:
├── Punishes high performers
├── Rewards disengagement
├── Creates unfair dynamics
└── Drives away best people
✓ INSTEAD:
├── Differentiate recognition
├── Invest in your high performers
├── Address underperformance directly
└── Create clear performance expectations
❌ DON'T: Ridicule team members
❌ DON'T: Belittle in front of others
❌ DON'T: Make asking for help seem weak
❌ DON'T: Call people "too sensitive"
WHY IT'S HARMFUL:
├── Destroys psychological safety
├── Stops knowledge sharing
├── Creates hostile environment
├── Is simply cruel
└── May be harassment/bullying
✓ INSTEAD:
├── Treat all with respect
├── Give feedback privately
├── Encourage asking for help
└── Listen to concerns genuinely
❌ DON'T: Schedule meetings constantly
❌ DON'T: Hold recurring meetings for simple updates
❌ DON'T: Run meetings where only senior people speak
❌ DON'T: Keep everyone in meetings they don't need
WHY IT'S HARMFUL:
├── Steals deep work time
├── Wastes collective hours
├── Disempowers junior voices
└── Creates meeting fatigue
✓ INSTEAD:
├── Question every meeting's necessity
├── Use async updates when possible
├── Create space for all voices
└── Keep meetings focused and short
❌ DON'T: Message at 4:50pm to check if they're working
❌ DON'T: Use email as surveillance tool
❌ DON'T: Track every word said for "evidence"
❌ DON'T: Expect responses at any hour
WHY IT'S HARMFUL:
├── Creates paranoia
├── Destroys work-life balance
├── Signals deep distrust
└── Creates toxic environment
✓ INSTEAD:
├── Trust people to manage time
├── Set clear working hours expectations
├── Respect boundaries
└── Judge by outcomes, not presence
❌ DON'T: Fail to prioritize work
❌ DON'T: Make everything equally urgent
❌ DON'T: Constantly add new distractions
❌ DON'T: Complain things aren't getting done
WHY IT'S HARMFUL:
├── Nothing gets proper attention
├── Team can't plan effectively
├── Creates constant stress
└── Actually slows delivery
✓ INSTEAD:
├── Use clear prioritization framework
├── Say no to protect focus
├── Limit work in progress
└── Protect team from scope creep
❌ DON'T: Create culture of fear
❌ DON'T: Use power and control to get compliance
❌ DON'T: Make consequences unpredictable
❌ DON'T: Leverage team only for your ideas
WHY IT'S HARMFUL:
├── Kills innovation
├── Hides problems until too late
├── Creates yes-people, not partners
└── Breeds resentment and turnover
✓ INSTEAD:
├── Create psychological safety
├── Encourage dissent and debate
├── Be consistent and fair
└── Partner with team on solutions
❌ DON'T: Ignore toxic behavior
❌ DON'T: Support people with big egos at expense of team
❌ DON'T: Fail to address clear consequences
WHY IT'S HARMFUL:
├── Good people leave
├── Bad behavior spreads
├── Team effectiveness suffers
└── Culture degrades
✓ INSTEAD:
├── Address issues promptly
├── Set clear behavioral expectations
├── Apply standards consistently
└── Protect team from toxic individuals
## PM Behavior Self-Audit
**Date:** [Date]
### Trust Building
- [ ] I delegate meaningful decisions
- [ ] I focus on outcomes, not methods
- [ ] I share context and information openly
- [ ] I give constructive, private feedback
### Team Empowerment
- [ ] Team has tools and processes needed
- [ ] Team can work without my constant input
- [ ] I remove blockers, not create them
- [ ] I invest in team's growth
### Recognition
- [ ] I celebrate wins (big and small)
- [ ] I acknowledge individual contributions
- [ ] I differentiate high performers
- [ ] I give credit where due
### Communication
- [ ] I respect work-life boundaries
- [ ] I minimize unnecessary meetings
- [ ] I create space for all voices
- [ ] I am explicit about expectations
### Culture
- [ ] I address toxic behavior promptly
- [ ] I create psychological safety
- [ ] I protect focus and prioritize clearly
- [ ] I welcome feedback and dissent
### Self-Improvement
- [ ] I ask for feedback regularly
- [ ] I acknowledge my own mistakes
- [ ] I continuously work on being better
- [ ] I reflect on my leadership impact
TEAM SIGNALS TO WATCH FOR:
High Turnover:
├── People leaving team/company
├── Especially high performers
└── Pattern, not one-offs
Silence in Meetings:
├── No one speaks up
├── No pushback on ideas
└── Only you talking
Hidden Problems:
├── Issues surface late
├── Surprises at deadlines
└── Bad news is avoided
Disengagement:
├── Minimal effort
├── No discretionary work
└── Clock-watching behavior
Gossip/Complaints:
├── Hearing concerns secondhand
├── Team venting to others
└── Skip-level complaints
PERIODIC SELF-REFLECTION
Monthly:
├── "Have I recognized wins this month?"
├── "Have I micromanaged any team member?"
├── "Is my team comfortable bringing bad news?"
└── "Did I remove or create blockers?"
Quarterly:
├── "Have any toxic behaviors gone unaddressed?"
├── "Do I know how each team member is feeling?"
├── "Have I asked for feedback on my leadership?"
└── "Am I developing my team's autonomy?"
Annually:
├── "Would I want to work for myself?"
├── "Have my high performers grown?"
├── "Is the team healthier than a year ago?"
└── "What leadership mistake did I learn from?"
| Method | Combined Use |
|---|---|
| One-on-Ones | Regular check-ins to avoid many anti-patterns |
| Retrospectives | Team feedback on PM behaviors |
| 360 Reviews | Formal feedback on leadership |
| Skip-levels | Direct feedback from team members |
PM ANTI-PATTERN QUICK CHECK
Stop if you're:
□ Checking in multiple times per week "just to see"
□ Hunting for mistakes instead of learning
□ Expecting mind-reading
□ Taking credit, deflecting blame
□ Making everything urgent
□ Ignoring wins, focusing on gaps
□ Messaging after hours to check presence
□ Running meetings only you talk in
□ Supporting toxic high performers
□ Making people feel small
Start if you're not:
□ Celebrating wins publicly
□ Giving private constructive feedback
□ Asking for feedback on yourself
□ Creating psychological safety
□ Providing tools and processes
□ Protecting team's focus
□ Developing team autonomy
□ Addressing toxic behaviors
□ Respecting work boundaries
□ Listening genuinely
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