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coaching-pms

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Coaching Product Managers

指导产品经理

Scope

适用范围

Covers
  • Coaching a PM (direct report or mentee) to improve product craft, leadership, and decision quality
  • Converting “be better at X” into a measurable development plan with weekly reps + follow-ups
  • Defining what “good PM” means in your context and diagnosing skill depth using Bloom’s Taxonomy
  • Building a coaching cadence that scales (coaching as the primary job of product leadership)
When to use
  • “Coach my PM on strategic thinking / product sense / execution.”
  • “Create a PM development plan / growth plan for the next 8–12 weeks.”
  • “Assess a PM’s current level and decide what to coach next.”
  • “Define what ‘good PM’ means here and align on expectations.”
When NOT to use
  • You need a formal performance-management process (PIP, HR documentation, investigation) — use your company/HR process.
  • You only need 1:1 meeting design (use 
    running-effective-1-1s
    ).
  • The situation is primarily a conflict/difficult feedback moment (use 
    having-difficult-conversations
    ).
  • You need org-wide leveling/comp framework design (this pack can seed inputs, but it’s not the full program).
涵盖内容
  • 指导PM（直属下属或 mentees）提升产品专业能力、领导力与决策质量
  • 将“在X方面做得更好”转化为可衡量的发展计划，包含每周练习与跟进事项
  • 定义在你的具体场景中“优秀PM”的含义，并使用Bloom’s Taxonomy诊断技能深度
  • 构建可规模化的指导节奏（将指导作为产品领导力的核心工作）
适用场景
  • “指导我的PM提升战略思维/产品判断力/执行能力。”
  • “为PM制定未来8-12周的发展计划/成长计划。”
  • “评估PM当前的能力水平，确定下一步指导方向。”
  • “定义我们这里‘优秀PM’的标准，统一团队预期。”
不适用场景
  • 你需要正式的绩效管理流程（PIP、HR文档、调查）——请使用公司/HR的既定流程。
  • 你只需要1对1会议设计（请使用
    running-effective-1-1s
    ）。
  • 场景主要涉及冲突/难反馈时刻（请使用
    having-difficult-conversations
    ）。
  • 你需要设计全公司范围的职级/薪酬框架（本工具包可提供输入参考，但并非完整方案）。

Inputs

输入信息

Minimum required
  • Your context: role (PM manager/product leader), team/product, stage, constraints
  • The PM: level/title, scope, tenure, strengths, current challenges
  • Coaching goal: what must be more true in 4–12 weeks (outcomes + behaviors)
  • Evidence: 2–5 examples of work (PRDs, launches, decisions, stakeholder feedback) — anonymized
  • Any existing ladder/role expectations/values (if available)
Missing-info strategy
  • Ask up to 5 questions from references/INTAKE.md (3–5 at a time).
  • If role expectations or evidence are missing, proceed with explicit assumptions and label unknowns.
  • Do not request sensitive personal data; use behavior/evidence summaries.
最低要求
  • 你的场景信息：职位（PM经理/产品负责人）、团队/产品、阶段、约束条件
  • PM的信息：职级/头衔、负责范围、任职时长、优势、当前面临的挑战
  • 指导目标：4-12周后必须达成的成果（结果+行为表现）
  • 证据：2-5份工作示例（PRD、产品发布记录、决策文档、相关方反馈）——可匿名
  • 任何现有的职级阶梯/职位预期/价值观（如有）
缺失信息处理策略
  • 可从references/INTAKE.md中提出最多5个问题（每次3-5个）。
  • 如果缺少职位预期或证据信息，基于明确假设推进，并标注未知项。
  • 不得要求敏感个人数据；使用行为/证据摘要。

Outputs (deliverables)

输出成果（交付物）

Produce a PM Coaching Pack (Markdown in-chat; or files if requested) in this order:
  1. Definition of “Good PM” (in this context)
    • Competency model + observable behaviors + Bloom depth ladder
  2. Current Assessment (evidence-based)
    • Strengths, gaps, current level per competency, evidence notes, constraints vs skill gaps
  3. Shared Vision (1–3 growth bets)
    • Target level, success signals, why it matters, timeframe
  4. Development Plan (practice loops + stretch work)
    • Weekly reps, stretch assignment(s), required artifacts, coaching support, timeline, measurement
  5. Coaching Cadence + Session Toolkit
    • 1:1 structure, coaching prompts, feedback moments, artifact review points
  6. Follow-up Tracker + Review Plan
    • Checkpoints, how to evaluate progress, how to adjust the plan
  7. Risks / Open questions / Next steps (always included)
Templates: references/TEMPLATES.md
Expanded guidance: references/WORKFLOW.md
按以下顺序生成PM指导工具包（聊天内以Markdown格式呈现；或按要求生成文件）：
  1. 贴合场景的“优秀PM”定义
    • 能力模型+可观测行为+Bloom深度阶梯
  2. 基于证据的当前评估
    • 优势、差距、各能力项的当前水平、证据说明、约束条件与技能差距的区分
  3. 共同愿景（1-3个成长目标）
    • 目标水平、成功信号、重要性、时间范围
  4. 发展计划（练习循环+拓展任务）
    • 每周练习、拓展任务、所需产出物、指导支持、时间线、衡量标准
  5. 指导节奏与会话工具集
    • 1对1会议结构、指导提示语、反馈时机、产出物评审节点
  6. 跟进追踪表与评审计划
    • 检查点、进度评估方式、计划调整规则
  7. 风险/待解决问题/下一步行动（必须包含）
模板：references/TEMPLATES.md
扩展指南：references/WORKFLOW.md

Workflow (8 steps)

工作流程（8个步骤）

1) Intake + boundaries + coaching goal

1) 信息收集+边界确认+指导目标

  • Inputs: user context; references/INTAKE.md.
  • Actions: Confirm this is a coaching engagement (not HR/PIP). Define timeframe and outcomes. Choose whether to output the full pack or a subset.
  • Outputs: Context snapshot + assumptions/unknowns.
  • Checks: Goal is stated as observable outcomes/behaviors (not personality traits).
  • 输入：用户场景信息；references/INTAKE.md
  • 行动：确认这是指导项目（而非HR/PIP流程）。定义时间范围与预期成果。选择输出完整工具包或子集。
  • 输出：场景快照+假设/未知项
  • 检查项：目标以可观测的结果/行为表述（而非性格特质）

2) Define “good PM” for this role (Petra step 1)

2) 定义该职位的“优秀PM”标准（Petra步骤1）

  • Inputs: PM role scope; company context; any existing ladder/values.
  • Actions: Draft a context-specific competency model. For each competency, define behaviors and a Bloom ladder for skill depth (know → understand → apply → analyze → synthesize → evaluate).
  • Outputs: Definition of “Good PM” (competencies + behaviors + Bloom levels).
  • Checks: Expectations are observable; avoids vague labels like “be more strategic” without behaviors.
  • 输入：PM职位范围；公司场景；任何现有的职级阶梯/价值观
  • 行动：草拟贴合场景的能力模型。针对每项能力，定义可观测行为与用于衡量技能深度的Bloom阶梯（了解→理解→应用→分析→综合→评估）。
  • 输出：“优秀PM”定义（能力项+行为+Bloom水平）
  • 检查项：预期可观测；避免模糊表述如“更具战略性”而不配套具体行为

3) Assess current capability using evidence (Petra step 2)

3) 基于证据评估当前能力（Petra步骤2）

  • Inputs: work examples; feedback; self-assessment (optional).
  • Actions: Map evidence to competencies. Assign a current Bloom level per competency. Separate skill gaps from constraints (scope, unclear mandate, lack of data/authority).
  • Outputs: Current Assessment table.
  • Checks: Each claimed gap has at least 1 concrete evidence bullet; uncertainties are labeled.
  • 输入：工作示例；反馈；自我评估（可选）
  • 行动：将证据映射到各能力项。为每项能力分配当前的Bloom水平。区分技能差距与约束条件（范围限制、职责不清晰、缺乏数据/权限）。
  • 输出：当前评估表
  • 检查项：每个提出的差距至少有1个具体的证据要点；标注不确定项

4) Choose 1–3 growth bets + shared vision (Petra step 3)

4) 选择1-3个成长目标+共同愿景（Petra步骤3）

  • Inputs: assessment; business priorities; PM aspirations (if known).
  • Actions: Pick the highest-leverage competencies. Define target Bloom level + success signals. Align on what “good” looks like for this coaching cycle.
  • Outputs: Shared Vision (growth bets + targets).
  • Checks: Bets are achievable in timeframe; limit to 1–3 to avoid thrash.
  • 输入：评估结果；业务优先级；PM的职业抱负（如有）
  • 行动：选择影响力最大的能力项。定义目标Bloom水平+成功信号。对齐本次指导周期内“优秀”的标准。
  • 输出：共同愿景（成长目标+目标水平）
  • 检查项：目标在时间范围内可实现；限制为1-3个，避免精力分散

5) Build a development plan with “reps” (Petra step 4 + Bloom)

5) 构建包含“练习”的发展计划（Petra步骤4+Bloom）

  • Inputs: growth bets; upcoming work; available support (mentors, tools, stakeholders).
  • Actions: Turn each bet into practice loops: weekly reps + a stretch assignment + required artifacts. Choose reps that deliberately move up Bloom levels.
  • Outputs: Development Plan.
  • Checks: Every bet has (a) reps, (b) artifacts, (c) a measurement signal, (d) a coach commitment.
  • 输入：成长目标；即将开展的工作；可获得的支持（导师、工具、相关方）
  • 行动：将每个目标转化为练习循环：每周练习+拓展任务+所需产出物。选择能逐步提升Bloom水平的练习内容。
  • 输出：发展计划
  • 检查项：每个目标都包含（a）练习、（b）产出物、（c）衡量信号、（d）指导承诺

6) Design coaching cadence + session toolkit

6) 设计指导节奏与会话工具集

  • Inputs: time budget; existing 1:1 cadence; tool constraints.
  • Actions: Propose cadence and meeting design (pre-work, agenda, artifact review points). Add coaching prompts that develop independent reasoning. Define “when to be directive” exceptions (risk/time-critical).
  • Outputs: Coaching Cadence + Session Toolkit.
  • Checks: Cadence is sustainable; coaching promotes autonomy (not dependency).
  • 输入：时间预算；现有1对1节奏；工具约束
  • 行动：提出节奏建议与会议设计（会前准备、议程、产出物评审节点）。添加能培养独立思考能力的指导提示语。定义“何时需要直接指导”的例外情况（风险/时间紧迫场景）。
  • 输出：指导节奏与会话工具集
  • 检查项：节奏可持续；指导旨在提升自主性（而非依赖性）

7) Follow-up loop + measurement (Petra step 5)

7) 跟进循环与衡量（Petra步骤5）

  • Inputs: development plan + cadence.
  • Actions: Create a tracker and review checkpoints. Decide how progress will be evaluated (rubric + evidence). Define how/when to adjust bets if constraints change.
  • Outputs: Follow-up Tracker + Review Plan.
  • Checks: Progress is measured via artifacts and behaviors, not vibes.
  • 输入：发展计划+指导节奏
  • 行动：创建追踪表与评审检查点。确定如何评估进度（评分标准+证据）。定义当约束条件变化时，如何/何时调整目标。
  • 输出：跟进追踪表与评审计划
  • 检查项：进度通过产出物与行为衡量，而非主观感受

8) Quality gate + finalize pack

8) 质量把关+最终确定工具包

  • Inputs: full draft pack.
  • Actions: Run references/CHECKLISTS.md and score with references/RUBRIC.md. Add Risks / Open questions / Next steps.
  • Outputs: Final PM Coaching Pack.
  • Checks: The next coaching session can be run using the toolkit without additional invention.
  • 输入：完整的工具包草稿
  • 行动：使用references/CHECKLISTS.md检查，并通过references/RUBRIC.md评分。添加风险/待解决问题/下一步行动。
  • 输出：最终的PM指导工具包
  • 检查项：无需额外准备即可使用工具包开展下一次指导会话

Quality gate (required)

质量把关（必填）

  • Use references/CHECKLISTS.md and references/RUBRIC.md.
  • Always include: Risks, Open questions, Next steps.
  • 使用references/CHECKLISTS.md与references/RUBRIC.md。
  • 必须包含：风险、待解决问题、下一步行动

Examples

示例

Example 1 (strategic thinking): “My PM is strong at execution but weak at strategy. Build an 8-week coaching plan, including an assessment and weekly reps.”
Expected: growth bet around problem framing/insight synthesis; Bloom ladder; stretch work (opportunity assessment); cadence + artifact reviews.
Example 2 (stakeholder leadership): “Coach a senior PM to lead cross-functional alignment and improve exec comms.”
Expected: bet on stakeholder mapping + decision briefs; practice reps (pre-reads, narratives); coaching prompts; review checkpoints.
Boundary example: “I need to start a PIP and document underperformance.”
Response: recommend HR/performance process; optionally provide a coaching-focused development plan template only, clearly labeled as non-HR.
示例1（战略思维）： “我的PM执行能力很强，但战略能力薄弱。请制定一个8周的指导计划，包含评估与每周练习。”
预期产出：围绕问题界定/洞察综合的成长目标；Bloom阶梯；拓展任务（机会评估）；节奏+产出物评审。
示例2（相关方领导力）： “指导资深PM提升跨职能对齐能力与高管沟通技巧。”
预期产出：围绕相关方映射+决策简报的目标；练习任务（预读材料、叙事内容）；指导提示语；评审检查点。
边界示例： “我需要启动PIP并记录绩效不佳情况。”
回应：建议使用HR/绩效管理流程；可选择性提供仅聚焦指导的发展计划模板，并明确标注非HR正式文档。