gistfile1.txt

[
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "1. Product Vision",
    "definition": "The ability to define, articulate, and evolve a compelling long-term product direction that inspires and aligns stakeholders.",
    "underused": "- Operates without a clear long-term direction or product north star. \n- Fails to articulate 'why' the product exists beyond current features or tasks. \n- Is reactive to immediate demands rather than proactively shaping the future. \n- Struggles to connect daily work to a broader vision for the team.",
    "good_use": "- Defines and regularly communicates a compelling and actionable product vision. \n- Connects the product vision to broader company goals and market opportunities. \n- Inspires and aligns teams and stakeholders around the product's long-term direction. \n- Uses the vision as a clear filter for prioritisation and decision-making. \n- Ensures the vision is adaptable and evolves with market changes.",
    "overused": "- Creates a vision that is too abstract or detached from current reality, making it impossible to act upon. \n- Is overly rigid about the vision, failing to adapt when new information or market shifts demand a change. \n- Communicates the vision constantly without ensuring understanding or actionable steps, leading to 'vision fatigue'. \n- Overly focuses on long-term vision at the expense of necessary short-term execution.",
    "coaching_workshop_ideas": "- **\"Vision Storytelling Session\":** Coach the PM to prepare and deliver a compelling 5-minute presentation of the product vision to a small group (e.g., core team members or peers). Provide feedback on clarity, inspiration, and alignment. \n- **\"Vision Backwards Planning Workshop\":** Guide the PM to facilitate a session with their team, starting from the long-term product vision and working backwards to define key milestones or outcomes needed to achieve it. \n- **\"Vision Check-in\":** Encourage the PM to schedule regular 1:1s with key team members or stakeholders specifically to discuss how their current work ties into the product vision, and to gather feedback on vision clarity."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "2. Strategic Thinking",
    "definition": "The capacity to see the big picture, anticipate future trends, and develop broad, forward-looking approaches to product opportunities and challenges.",
    "underused": "- Struggles to connect daily tasks to broader business objectives or market shifts. \n- Focuses on immediate problems without considering long-term implications or future opportunities. \n- Fails to identify emerging trends or competitive threats in the market. \n- Is reactive to external changes rather than proactively shaping product strategy.",
    "good_use": "- Clearly articulates how product initiatives fit into the broader company strategy and market landscape. \n- Anticipates future market shifts, technological advancements, and competitive moves. \n- Develops forward-looking product approaches that create sustainable competitive advantage. \n- Translates abstract strategic goals into actionable product plans and objectives.",
    "overused": "- Overly theoretical; spends too much time on abstract strategy without driving concrete product outcomes. \n- Becomes fixated on a long-term vision that is detached from current market realities or team capabilities. \n- Over-analyses; delays decisions by constantly seeking more strategic insights without moving to action. \n- Dismisses short-term needs in favour of an unachievable long-term ideal.",
    "coaching_workshop_ideas": "- **\"Future Back Thinking\":** Coach the PM to imagine the product's ideal state in 3-5 years. Then, work backwards to define the key strategic bets and milestones needed to reach that future, identifying assumptions to test. \n- **\"Competitor Deep Dive\":** Guide the PM through a structured analysis of a key competitor, focusing on their strategic moves, long-term bets, and potential impact on your product. \n- **\"Trend Spotting Exercise\":** Encourage the PM to regularly identify and analyse emerging technology, market, or societal trends, and brainstorm potential implications for the product's future strategy."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "3. Market Analysis",
    "definition": "Deeply understanding the competitive landscape, industry trends, and technological shifts relevant to the product domain.",
    "underused": "- Lacks awareness of direct or indirect competitors and their offerings. \n- Is unfamiliar with key industry trends, regulatory changes, or technological advancements impacting the product's market. \n- Makes product decisions without validating against market demand or competitive positioning. \n- Focuses solely on user feedback without broader market context.",
    "good_use": "- Regularly conducts competitive analysis to identify strengths, weaknesses, and unique selling propositions. \n- Stays current with relevant industry trends, emerging technologies, and shifts in the market landscape. \n- Uses market insights to identify new product opportunities or mitigate potential threats. \n- Communicates clear market context to the product team and stakeholders to inform decision-making.",
    "overused": "- Becomes fixated on competitors, leading to a 'me-too' product strategy rather than innovation. \n- Spends excessive time on market research, delaying product development or missing market windows. \n- Over-interprets market signals, making premature strategic pivots based on limited data. \n- Shares overwhelming amounts of market data without clear insights or actionable implications.",
    "coaching_workshop_ideas": "- **\"Competitor Feature Teardown\":** Guide the PM to lead a session where the team analyses a competitor's key product feature, identifying its strengths, weaknesses, and potential impact on user experience or market share. \n- **\"SWOT Analysis for Product\":** Facilitate a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) for the product within its current market, focusing on external market factors. \n- **\"Market Landscape Mapping\":** Work with the PM to create a visual map of the current market landscape, identifying key players, their market share, and emerging challengers."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "4. Business Acumen",
    "definition": "Comprehensive understanding of the underlying business models, financial drivers, and commercial implications of the product and its market.",
    "underused": "- Is unaware of the product's revenue streams, cost structures, or key business metrics. \n- Makes product decisions without considering their financial impact or return on investment. \n- Struggles to articulate the business value of product features or initiatives. \n- Lacks understanding of sales cycles, marketing strategies, or operational processes that impact product success.",
    "good_use": "- Understands the company's business model, revenue generation, and profitability drivers. \n- Evaluates product initiatives based on their potential business impact and financial implications. \n- Effectively articulates the commercial value of product features to stakeholders. \n- Collaborates effectively with business stakeholders (e.g., sales, marketing, finance) to align product efforts with commercial goals.",
    "overused": "- Overly focuses on short-term revenue gains at the expense of long-term product health or user value. \n- Becomes too absorbed in financial models, losing sight of customer needs or technical feasibility. \n- Makes business decisions that overstep the product manager's authority or expertise. \n- Communicates in overly complex business jargon, alienating cross-functional teams.",
    "coaching_workshop_ideas": "- **\"Business Model Canvas Review\":** Guide the PM through a review of the product's business model canvas, identifying key partners, activities, value propositions, customer segments, revenue streams, and cost structures. \n- **\"Product P&L Simulation\":** Present the PM with a simplified product profit & loss (P&L) statement and task them with identifying how different product decisions (e.g., pricing changes, new features, cost reductions) would impact the P&L. \n- **\"Sales Pitch Deconstruction\":** Ask the PM to attend a sales pitch for their product or a competitor's, and then deconstruct how the product's value proposition is articulated in commercial terms."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "5. Customer Centricity",
    "definition": "Deeply understanding user and customer needs, behaviours, motivations, and pain points through a variety of qualitative and quantitative research methods, and advocating for their perspective in product decisions.",
    "underused": "- Relies solely on anecdotal evidence or personal opinions without validating with actual customers. \n- Makes product decisions based primarily on internal opinions, stakeholder demands, or technical feasibility without sufficient customer input. \n- Rarely interacts directly with end-users or gathers first-hand customer information. \n- Fails to articulate the 'why' behind product features in terms of customer value.",
    "good_use": "- Regularly engages with customers through interviews, surveys, usability tests, and direct observation. \n- Champions the voice of the customer within the product team and organisation, challenging assumptions with validated insights. \n- Translates customer pain points and needs into clear problem statements and prioritised solutions. \n- Uses customer feedback to iterate on product features and improve user experience.",
    "overused": "- Becomes paralysed by endless customer research, delaying decisions and product delivery. \n- Over-indexes on vocal minority feedback, missing the needs of the broader user base. \n- Allows customer requests to dictate product roadmap without strategic prioritisation or business context. \n- Fails to balance customer needs with business viability or technical feasibility.",
    "coaching_workshop_ideas": "- **\"User Shadowing Sprint\":** Coach the PM to spend a dedicated week actively shadowing customer support, sales calls, or conducting 1:1 user interviews. After the week, facilitate a session where they share key learnings and how these insights might impact upcoming product decisions. \n- **\"Customer Journey Mapping Workshop\":** Guide the team through mapping the end-to-end journey of a key customer segment, identifying pain points and opportunities. Focus on areas where their product intersects."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "6. Prioritisation",
    "definition": "Making informed, outcome-driven trade-offs and decisions to focus efforts on the most impactful product initiatives, balancing strategic objectives with various constraints.",
    "underused": "- Struggles to say 'no' to new requests, leading to an overloaded roadmap or backlog. \n- Prioritises based on loudest voice, personal preference, or ease of build, rather than strategic impact or customer value. \n- Lacks a clear framework or data to support prioritisation decisions. \n- Fails to communicate prioritisation decisions and the rationale clearly to stakeholders.",
    "good_use": "- Uses structured prioritisation frameworks (e.g., RICE, MoSCoW, Opportunity Scoring) consistently. \n- Clearly articulates the rationale behind prioritisation decisions to gain alignment from stakeholders. \n- Effectively balances competing demands from different departments or customer segments. \n- Is comfortable saying 'no' to non-strategic requests while explaining the trade-offs involved. \n- Regularly reviews and adapts prioritisation based on new information or changing circumstances.",
    "overused": "- Over-engineers prioritisation, spending excessive time on frameworks rather than making decisions. \n- Is too rigid with the roadmap, resisting necessary shifts when new information emerges. \n- Prioritises solely based on quantitative metrics, ignoring qualitative insights or strategic long-term bets. \n- Avoids conflict by over-promising, leading to a lack of clear focus for the team.",
    "coaching_workshop_ideas": "- **\"Prioritisation Framework Deep Dive\":** Work with the PM to choose and apply a new prioritisation framework (e.g., RICE, WSJF, Opportunity Scoring) to a real product backlog. Discuss the strengths and weaknesses of the framework in their context. \n- **\"Saying 'No' Practice\":** Role-play scenarios where the PM has to decline a stakeholder request, focusing on clear communication, empathy, and articulating the strategic rationale and trade-offs. \n- **\"Value vs. Effort Matrix Workshop\":** Guide the PM and relevant stakeholders through a workshop to plot backlog items on a value vs. effort matrix, facilitating discussion and alignment on prioritisation."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "7. Creativity",
    "definition": "Generating novel, impactful, and feasible solutions to complex user and business problems, extending beyond obvious or incremental improvements.",
    "underused": "- Sticks to well-worn paths, rarely offering fresh perspectives or new solutions. \n- Dismisses new ideas quickly without exploring their potential. \n- Struggles to generate multiple options when faced with a challenge. \n- Fears failure, inhibiting experimentation with novel approaches.",
    "good_use": "- Generates a wide range of new and unique ideas for product features, solutions, or processes. \n- Makes connections between seemingly unrelated concepts to find innovative solutions. \n- Challenges the status quo and encourages divergent thinking within the team. \n- Facilitates brainstorming sessions effectively to unlock team creativity. \n- Is open to exploring unconventional approaches and learning from novel attempts.",
    "overused": "- Pursues novelty for novelty's sake, without considering feasibility or user value. \n- Is constantly chasing new ideas, failing to commit to and execute on existing initiatives. \n- Overwhelms the team with too many unrefined or impractical ideas. \n- Dismisses existing solutions or best practices in favour of reinventing the wheel.",
    "coaching_workshop_ideas": "- **\"Crazy Eights\" Ideation:** Coach the PM to lead a rapid ideation session (e.g., Crazy Eights method) with their team to generate many diverse solutions to a specific problem, focusing on quantity over quality initially. \n- **\"SCAMPER Method\":** Guide the PM to apply the SCAMPER (Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse) technique to an existing product feature or problem to spark new ideas. \n- **\"Creative Constraints Challenge\":** Present the PM with a product problem and impose a seemingly restrictive constraint (e.g., \"solve this without writing any code,\" \"solve this using only existing resources\") to encourage out-of-the-box thinking."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "8. Logical Reasoning",
    "definition": "The ability to use rigorous logic and analytical thinking to identify patterns, draw sound conclusions, and solve complex, abstract problems, including estimation.",
    "underused": "- Struggles to connect cause and effect in problem analysis. \n- Jumps to conclusions without sufficient evidence or logical steps. \n- Has difficulty breaking down complex problems into manageable components. \n- Makes estimations or forecasts without clear underlying assumptions or rationale. \n- Is easily swayed by emotional arguments or anecdotes over data and logic.",
    "good_use": "- Uses rigorous logic and structured methods to analyse problems and derive solutions. \n- Probes deeply to understand root causes rather than addressing symptoms. \n- Can clearly articulate the logical steps in their reasoning process for others. \n- Makes sound estimations by identifying key variables and assumptions. \n- Identifies patterns and trends in data to inform strategic decisions.",
    "overused": "- Over-engineers solutions or analyses, creating unnecessary complexity where simplicity is sufficient. \n- Is overly reliant on pure logic, dismissing intuition or qualitative insights where they may be valuable. \n- Becomes argumentative or dismissive when others don't follow their logical deductions. \n- Spends excessive time perfecting logical models, delaying action or iterating too slowly.",
    "coaching_workshop_ideas": "- **\"First Principles Thinking Exercise\":** Choose a current product challenge and coach the PM to break it down to its fundamental truths, questioning all assumptions before building up solutions. \n- **\"Case Study Analysis (e.g., 'How many planes...')\"**: Present the PM with a classic estimation or logical puzzle (e.g., \"How many aeroplanes take off every day globally?\"). Guide them through structuring their approach, identifying key variables, and making reasonable assumptions to arrive at an answer. \n- **\"Root Cause Analysis Workshop\":** Facilitate a '5 Whys' or Fishbone Diagram exercise with the PM and their team to deeply analyse a recurring product problem or bug, identifying its true root causes."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "9. Discovery Fluency",
    "definition": "Designing and executing lean discovery processes, including customer research (qualitative and quantitative), to validate problems and solutions rapidly and effectively before significant investment.",
    "underused": "- Jumps directly to solutions or building features without thoroughly validating the underlying problem or need. \n- Relies on intuition or assumptions instead of generating and testing hypotheses. \n- Avoids using prototypes or MVPs for early learning, preferring to build out full features. \n- Struggles to determine the right discovery method for a given problem (e.g., when to interview vs. when to run a survey).",
    "good_use": "- Consistently frames problems clearly and identifies the riskiest assumptions. \n- Designs and executes appropriate, lean experiments (e.g., user interviews, A/B tests, concierge MVPs) to rapidly validate or invalidate hypotheses. \n- Actively seeks customer research and insights to inform discovery, moving beyond anecdotal evidence. \n- Iterates quickly on ideas based on discovery findings, pivoting or refining as needed. \n- Works closely with design and engineering during discovery, leveraging their expertise.",
    "overused": "- Engages in \"analysis paralysis,\" continuously researching or discovering without committing to a solution or moving towards execution. \n- Over-optimises for learning speed, sacrificing rigour or ignoring key inputs from other functions. \n- Forces every idea through a complex discovery process, even low-risk initiatives. \n- Treats discovery as a separate, one-time phase rather than an ongoing, integrated part of the product lifecycle.",
    "coaching_workshop_ideas": "- **\"Assumption Mapping & Riskiest Assumption Test\":** Facilitate a session where the PM maps out all assumptions related to a new product idea and identifies the single riskiest one. Then, collaboratively brainstorm the cheapest, fastest way to test that assumption in the real world. \n- **\"Problem/Solution Tree Exercise\":** Work with the PM to take a known customer problem and collaboratively build out a \"problem tree\" (breaking it into root causes) and then a \"solution tree\" (multiple potential solutions), exploring different discovery paths for each."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "10. Experimentation",
    "definition": "Designing, running, and interpreting controlled experiments (e.g., A/B tests) to gather actionable data, validate hypotheses, and drive iterative product improvements.",
    "underused": "- Avoids A/B testing, preferring to launch features to all users without validation. \n- Runs experiments without clear hypotheses, success metrics, or defined parameters. \n- Struggles to interpret experiment results or draw actionable conclusions from data. \n- Doesn't follow up on experiment learnings, failing to iterate based on findings. \n- Focuses on minor UI tweaks rather than impactful strategic experiments.",
    "good_use": "- Develops clear, testable hypotheses for product changes. \n- Designs and sets parameters for A/B tests and other experiments effectively. \n- Works collaboratively with engineering and data teams to implement and monitor experiments. \n- Accurately interprets experiment results and articulates key learnings. \n- Uses experiment insights to make data-driven decisions and drive iterative product improvement.",
    "overused": "- Becomes overly reliant on experiments, delaying decisions for quick wins that lack long-term strategic value. \n- Runs too many experiments concurrently, leading to noisy data or an inability to isolate impact. \n- Manipulates experiment parameters or results to prove a preconceived notion. \n- Ignores qualitative insights or strategic context in favour of purely quantitative experiment results.",
    "coaching_workshop_ideas": "- **\"Hypothesis & Metrics Workshop\":** Guide the PM to define a clear hypothesis for an upcoming product change, identify the key metrics that would validate or invalidate it, and determine how to measure them. \n- **\"Experiment Playbook Development\":** Work with the PM to create a simple internal playbook for designing and running different types of product experiments (e.g., A/B tests, user tests, pilot programs). \n- **\"Post-Experiment Review (Pre-Mortem/Post-Mortem)\":** Facilitate a structured review of a past experiment, focusing on what was learned, what went well/poorly in the design/execution, and how to apply learnings."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "11. Data-Driven Decisions",
    "definition": "Defining, tracking, and analysing relevant product metrics and data to derive insights, measure impact, and inform strategic and tactical product choices.",
    "underused": "- Makes decisions based purely on intuition or opinion, ignoring available data. \n- Struggles to identify the right metrics to measure product success or validate hypotheses. \n- Collects data but fails to analyse it effectively or draw actionable conclusions. \n- Is overwhelmed by data, leading to analysis paralysis rather than decisive action.",
    "good_use": "- Defines clear and measurable KPIs (Key Performance Indicators) for product features and initiatives. \n- Uses data analysis tools effectively to extract insights and identify trends. \n- Challenges assumptions with quantitative data, guiding product strategy and iteration. \n- Clearly communicates data findings and their implications to stakeholders and the team. \n- Balances quantitative data with qualitative insights for holistic decision-making.",
    "overused": "- Becomes overly reliant on data, ignoring valid qualitative feedback or strategic intuition. \n- Spends excessive time analysing every data point, delaying crucial product decisions. \n- Manipulates data to support a preconceived idea rather than objectively seeking truth. \n- Presents raw data without context or actionable insights, overwhelming the audience.",
    "coaching_workshop_ideas": "- **\"Metrics Definition Workshop\":** Guide the PM and team through defining the core metrics for a specific product area, linking them to desired outcomes and identifying how they will be tracked. \n- **\"Data Storytelling Exercise\":** Task the PM with taking a complex data set related to their product and presenting its key insights as a compelling story to a non-technical audience. \n- **\"Analytics Tool Deep Dive\":** Work with the PM to set up or explore advanced features of their product analytics tools (e.g., Google Analytics, Mixpanel, Amplitude) to uncover deeper user behaviour insights."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "12. Problem Solving",
    "definition": "Clearly articulating complex user and business problems, identifying root causes (not just symptoms), and structuring challenges for effective solutioning.",
    "underused": "- Jumps to solutions before fully understanding the underlying problem. \n- Struggles to break down complex, ambiguous problems into smaller, manageable components. \n- Focuses on symptoms rather than identifying the true root causes of issues. \n- Avoids tackling difficult or ill-defined problems, preferring easier tasks. \n- Rarely considers multiple angles or alternative approaches to a problem.",
    "good_use": "- Uses rigorous logic and structured methods (e.g., 5 Whys, Fishbone diagrams) to identify the root causes of problems. \n- Clearly articulates problem statements in a way that resonates with both users and business goals. \n- Collaborates effectively with cross-functional teams to gain diverse perspectives on problems. \n- Generates multiple potential solutions for complex challenges before selecting the best fit. \n- Probes beyond the obvious, seeking hidden problems or opportunities.",
    "overused": "- Becomes overly analytical, spending too much time defining problems without moving towards solutions. \n- Over-engineers solutions for simple problems, adding unnecessary complexity. \n- Insists on solving every problem alone, rather than leveraging team expertise. \n- Becomes rigid in their problem definition, resisting new information that might refine their understanding.",
    "coaching_workshop_ideas": "- **\"Problem Statement Workshop\":** Guide the PM to facilitate a workshop where the team collectively refines a challenging product problem into a clear, actionable problem statement, focusing on the user need and business impact. \n- **\"Root Cause Analysis Session\":** Select a recent product issue or setback and lead the PM through a \"5 Whys\" exercise to identify its deepest underlying cause. \n- **\"Opportunity Solution Tree Mapping\":** Coach the PM to map out a customer problem to various solutions using an Opportunity Solution Tree, helping them see multiple paths to address a single need."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "13. Outcome Focus",
    "definition": "Consistently achieving measurable product outcomes and demonstrating a strong commitment to exceeding goals and delivering value.",
    "underused": "- Prioritises features and tasks without clearly linking them to desired business or customer outcomes. \n- Focuses primarily on output (e.g., shipping features) rather than the impact those features have. \n- Struggles to define what 'success' looks like beyond release dates. \n- Fails to measure or report on the actual impact of delivered product initiatives.",
    "good_use": "- Defines clear, measurable, and time-bound product outcomes (e.g., increased conversion, retention, engagement). \n- Aligns the product roadmap and backlog directly to these desired outcomes, not just features. \n- Regularly tracks and reports on the progress towards achieving defined outcomes. \n- Challenges stakeholders to think about desired results rather than prescribed solutions. \n- Celebrates the achievement of outcomes, not just the delivery of features.",
    "overused": "- Becomes overly focused on metrics, neglecting the underlying customer problem or user experience. \n- Is too rigid about initial outcomes, failing to adapt when market changes or new insights emerge. \n- Pushes teams excessively for short-term outcome gains, potentially sacrificing long-term product health. \n- Defines outcomes that are unachievable or outside the team's direct control.",
    "coaching_workshop_ideas": "- **\"OKR Definition Workshop\":** Guide the PM and their team through a session to define clear Objectives and Key Results (OKRs) for an upcoming product cycle, ensuring outcomes are prioritised over outputs. \n- **\"Outcome Retrospective\":** Facilitate a retrospective for a recently launched feature, explicitly focusing on whether the intended outcome was achieved, what was learned, and what adjustments are needed. \n- **\"Impact Mapping\":** Work with the PM to map how specific product features are expected to drive particular user behaviours, which in turn lead to desired business outcomes."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "14. Bias for Action",
    "definition": "A bias towards action; seizing opportunities, taking initiative, and executing tasks proactively with energy and decisiveness.",
    "underused": "- Hesitates to make decisions or take action, waiting for perfect information or external prompting. \n- Avoids initiating new tasks or projects without explicit direction. \n- Is slow to respond to market changes, competitive threats, or internal challenges. \n- Prefers analysis over execution, leading to stagnation. \n- Allows fear of failure to prevent experimentation or quick iteration.",
    "good_use": "- Proactively identifies opportunities and acts decisively to move product initiatives forward. \n- Takes calculated risks to gain momentum and learn quickly. \n- Is comfortable making decisions with incomplete information, knowing when 'good enough' is better than perfect. \n- Energises self and others to overcome obstacles and drive towards completion. \n- Prioritises getting started over extensive planning when appropriate.",
    "overused": "- Rushes into action without sufficient planning, analysis, or stakeholder alignment. \n- Takes on too many initiatives simultaneously, leading to diluted focus and burnout. \n- Makes impulsive decisions without considering long-term consequences or potential risks. \n- Prioritises speed over quality, leading to technical debt or poor user experiences. \n- Fails to reflect on actions, leading to repeated mistakes.",
    "coaching_workshop_ideas": "- **\"Rapid Prototyping Challenge\":** Give the PM a small product problem and challenge them to produce a low-fidelity prototype (e.g., paper sketch, Figma wireframe) within a very short timeframe (e.g., 30 mins) to encourage rapid ideation and action. \n- **\"Start/Stop/Continue Exercise\":** Coach the PM to reflect on their own tendencies. What actions should they *start* taking more proactively, *stop* hesitating on, and *continue* doing well? \n- **\"Decision Speed vs. Impact Analysis\":** Work with the PM to categorise their recent decisions by their impact and the speed at which they were made. Discuss where they can afford to move faster and where more deliberation is needed."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "15. Product Planning",
    "definition": "Structuring product work into actionable plans, defining clear objectives, breaking down complex initiatives, and effectively managing the product roadmap and backlog.",
    "underused": "- Creates ambiguous or unachievable roadmaps and backlogs. \n- Struggles to break down large initiatives into manageable, actionable components. \n- Fails to anticipate dependencies or potential roadblocks in the product development process. \n- Does not regularly groom or refine the backlog, leading to stale or irrelevant tasks. \n- Over-commits the team, resulting in missed deadlines and burnout.",
    "good_use": "- Develops clear, well-structured product roadmaps that align with strategic objectives. \n- Breaks down complex product initiatives into logical, actionable epics, features, and user stories. \n- Actively manages and refines the product backlog, ensuring it's prioritised, groomed, and ready for development. \n- Anticipates and plans for potential risks, dependencies, and resource needs. \n- Collaborates effectively with engineering and design to ensure feasible and well-understood plans.",
    "overused": "- Creates overly detailed or rigid plans that cannot adapt to change or new information. \n- Spends excessive time perfecting plans, delaying product development unnecessarily. \n- Over-plans for every scenario, leading to a bureaucratic and slow development process. \n- Micro-manages the team's execution, stifling autonomy and problem-solving. \n- Builds plans in isolation without sufficient input or buy-in from cross-functional partners.",
    "coaching_workshop_ideas": "- **\"Roadmap Review & Refinement\":** Guide the PM through a deep review of their current product roadmap. Challenge them to clearly articulate the strategic themes, key outcomes, and rationale for prioritisation. \n- **\"Backlog Health Check\":** Work with the PM to conduct an audit of their product backlog, identifying areas for improvement in terms of clarity, readiness, and alignment to objectives. \n- **\"Dependency Mapping Session\":** Facilitate a session with the PM and relevant teams to visually map out dependencies for a large initiative, and brainstorm proactive strategies for managing them."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "16. Decision Quality",
    "definition": "Consistently making timely, informed, and sound product decisions based on available data, analysis, judgement, and experience, even with incomplete information.",
    "underused": "- Is indecisive, delaying critical product decisions excessively. \n- Makes impulsive decisions without sufficient information or consideration of alternatives. \n- Struggles to weigh pros and cons effectively or identify key decision criteria. \n- Is easily swayed by the last person they spoke to, lacking independent judgement. \n- Avoids making tough calls, pushing decisions onto others.",
    "good_use": "- Gathers just enough relevant data and information to make a sound decision. \n- Considers multiple perspectives and potential outcomes before committing to a choice. \n- Clearly articulates the rationale behind their decisions to relevant stakeholders. \n- Is comfortable making high-quality decisions with incomplete information when necessary. \n- Learns from past decisions, both successes and failures, to improve future judgement.",
    "overused": "- Over-researches every decision, leading to analysis paralysis and missed opportunities. \n- Makes decisions too quickly without adequate consideration of risks or alternatives. \n- Is overly confident in their own hunches, dismissing signals or input from others. \n- Becomes defensive when decisions are challenged, refusing to reconsider or learn.",
    "coaching_workshop_ideas": "- **\"Decision Autopsy Retrospective\":** Choose a significant past product decision (successful or not) and facilitate a retro with the PM to analyse: What data was available? What assumptions were made? What was the decision-making process? What were the actual outcomes? \n- **\"Decision Journaling\":** Encourage the PM to maintain a short journal for major decisions, noting the context, data, alternatives considered, rationale, and expected vs. actual outcomes. Review this periodically. \n- **\"Pros & Cons with Weighting\":** For an upcoming complex decision, guide the PM through listing pros and cons for each option, assigning weights to criteria, and scoring to make a more objective decision."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "17. Technical Fluency",
    "definition": "Effectively communicating with and understanding engineering teams, grasping technical possibilities and constraints, and contributing to a collaborative development environment throughout the product lifecycle.",
    "underused": "- Lacks basic understanding of the product's technical architecture or underlying technologies. \n- Struggles to communicate effectively with engineers, leading to misinterpretations or rework. \n- Proposes features that are technically infeasible or require disproportionate effort. \n- Fails to appreciate technical debt or the complexity of system maintenance. \n- Treats engineering as a 'feature factory' rather than a collaborative partner.",
    "good_use": "- Understands the product's technology stack and architecture sufficiently to engage in meaningful discussions. \n- Collaborates effectively with engineers, translating user needs into clear, actionable technical requirements. \n- Appreciates technical constraints and opportunities, making informed trade-offs. \n- Fosters a strong partnership with engineering, valuing their input throughout the product lifecycle. \n- Can articulate complex technical concepts to non-technical stakeholders and vice-versa.",
    "overused": "- Becomes overly technical, attempting to 'solution' for engineers rather than defining the problem. \n- Over-emphasises technical details in communication, alienating non-technical stakeholders. \n- Dismisses non-technical inputs or user feedback in favour of technical elegance. \n- Allows technical discussions to become a barrier to progress by overcomplicating simple tasks.",
    "coaching_workshop_ideas": "- **\"Architecture Walkthrough\":** Arrange for the PM to have a dedicated session with a senior engineer to walk through the product's architecture, key components, and data flows. \n- **\"Technical Debt Conversation\":** Coach the PM on how to initiate and facilitate a conversation with their engineering lead about the impact of technical debt on future product delivery, and how to balance it with new features. \n- **\"User Story Refinement Pairing\":** Encourage the PM to pair with an engineer during user story refinement sessions, specifically focusing on ensuring mutual understanding of technical feasibility and implementation nuances."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "18. Perseverance",
    "definition": "Maintaining focus, effort, and determination to overcome obstacles, setbacks, and resistance throughout product development and launch.",
    "underused": "- Gives up easily when faced with challenges or roadblocks. \n- Becomes discouraged by setbacks, losing motivation or enthusiasm. \n- Avoids difficult or prolonged tasks, preferring easier wins. \n- Fails to follow through on commitments when initial enthusiasm wanes. \n- Is easily distracted by new ideas, losing focus on current initiatives.",
    "good_use": "- Consistently pursues goals with energy, drive, and a strong will to finish. \n- Remains resilient and maintains a positive outlook even in the face of significant obstacles or resistance. \n- Finds creative ways to overcome roadblocks and keep product initiatives moving forward. \n- Demonstrates unwavering commitment to long-term product success, even through tough times. \n- Inspires others to persist when facing adversity.",
    "overused": "- Refuses to pivot or change course, even when clear evidence suggests the current path is failing. \n- Becomes stubbornly fixated on a single solution, ignoring valid alternatives or feedback. \n- Pushes beyond the point of diminishing returns, wasting effort on initiatives unlikely to succeed. \n- Becomes overly aggressive or confrontational in pursuing goals, damaging relationships.",
    "coaching_workshop_ideas": "- **\"Challenge Log\":** Encourage the PM to keep a log of significant challenges or roadblocks encountered. For each, prompt them to reflect on their emotional response, initial thoughts, actions taken, and the eventual outcome. Discuss strategies for building resilience. \n- **\"Resilience Story Sharing\":** Ask the PM to share a personal or professional story where they faced significant adversity and successfully persevered. Discuss the coping mechanisms and strategies they employed. \n- **\"Obstacle Pre-mortem\":** Before starting a new, challenging initiative, guide the PM and team to conduct a \"pre-mortem\" – imagining all the ways the initiative could fail and proactively brainstorming ways to prevent or overcome those obstacles."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "19. Time Management",
    "definition": "Effectively managing one's own workload, tasks, and information to maintain efficiency, meet commitments, and adapt to competing demands.",
    "underused": "- Struggles to prioritise personal tasks, leading to missed deadlines or feeling overwhelmed. \n- Gets easily distracted, losing focus on important work. \n- Fails to plan or structure their workdays, leading to reactive instead of proactive output. \n- Spends excessive time on low-impact activities. \n- Consistently over-commits, leading to burnout or unfulfilled promises.",
    "good_use": "- Clearly prioritises individual tasks and manages their workload effectively. \n- Uses tools and techniques (e.g., calendars, task managers, Pomodoro technique) to organise their time efficiently. \n- Delegates tasks effectively when appropriate, freeing up time for high-impact work. \n- Protects focus time and minimises distractions to maximise productivity. \n- Proactively communicates potential delays or workload issues.",
    "overused": "- Over-schedules and attempts to fit too many tasks into limited time, leading to stress and rushed work. \n- Is overly rigid with their schedule, resisting necessary flexibility or unexpected urgent tasks. \n- Spends excessive time organising and optimising workflows, rather than actually doing the work. \n- Prioritises busy work over truly impactful tasks.",
    "coaching_workshop_ideas": "- **\"Time Audit & Optimisation\":** Coach the PM to track their time for a week. Then, review the audit to identify time sinks, opportunities for automation, or areas to delegate. \n- **\"Eisenhower Matrix Exercise\":** Guide the PM through applying the Eisenhower Matrix (Urgent/Important) to their weekly task list to improve personal prioritisation. \n- **\"Weekly Planning Session\":** Work with the PM to establish a consistent weekly planning routine, focusing on setting clear goals, blocking out focus time, and anticipating potential distractions."
  },
  {
    "section_no": "I.",
    "section_name": "Delivery",
    "competency_title": "20. Process Management",
    "definition": "Knowing how to make the right things happen through the right process; designing, implementing, and optimising workflows for product development and operations.",
    "underused": "- Operates with undefined or chaotic product development processes. \n- Struggles to identify bottlenecks or inefficiencies in workflows. \n- Fails to establish clear handoffs or communication channels between teams in the product lifecycle. \n- Is unaware of standard process improvement methodologies (e.g., Agile, Scrum, Kanban). \n- Resists adopting or adapting established processes for better efficiency.",
    "good_use": "- Designs and implements efficient and scalable processes for product development, from discovery to launch. \n- Continuously identifies bottlenecks and optimises workflows to improve speed and quality. \n- Ensures clear roles, responsibilities, and communication within product-related processes. \n- Adapts and applies appropriate methodologies (e.g., Agile, Scrum, Kanban) to the team's needs. \n- Documents and communicates processes effectively to ensure team understanding and adherence.",
    "overused": "- Becomes overly bureaucratic, designing processes that stifle creativity or agility. \n- Insists on rigid adherence to processes, even when they are no longer fit for purpose or cause bottlenecks. \n- Spends excessive time perfecting processes, neglecting the actual product work. \n- Implements processes without sufficient buy-in from the teams who will use them. \n- Prioritises process adherence over desirable product outcomes.",
    "coaching_workshop_ideas": "- **\"Process Mapping Workshop\":** Guide the PM to map an end-to-end product development process (e.g., feature ideation to launch), identifying key steps, owners, and potential pain points. \n- **\"Agile Ceremony Deep Dive\":** Work with the PM to critically review the effectiveness of their team's Agile ceremonies (e.g., stand-ups, retrospectives), identifying areas for improvement or simplification. \n- **\"Bottleneck Identification Exercise\":** Facilitate a session with the PM and their cross-functional team to identify the biggest bottlenecks in their current workflow and brainstorm solutions for improvement."
  },
  {
    "section_no": "II.",
    "section_name": "Influence",
    "competency_title": "21. Stakeholder Alignment",
    "definition": "Proactively identifying, engaging, and aligning diverse internal and external stakeholders (e.g., sales, marketing, legal, executive leadership) to achieve product goals.",
    "underused": "- Fails to identify key stakeholders or understand their needs/agendas. \n- Struggles to gain buy-in, leading to resistance or roadblocks. \n- Communicates inconsistently or too late with important parties. \n- Operates in isolation, surprising stakeholders with product decisions. \n- Allows conflicting stakeholder demands to paralyse progress.",
    "good_use": "- Maps key stakeholders and proactively engages them throughout the product lifecycle. \n- Clearly communicates the product's value proposition and rationale to diverse audiences. \n- Builds consensus and resolves conflicts among stakeholders with differing views. \n- Manages expectations effectively, providing timely updates and transparent decision-making. \n- Leverages formal and informal networks to build support for product initiatives.",
    "overused": "- Over-consults, seeking approval from too many stakeholders, which slows down decision-making. \n- Over-communicates, bombarding stakeholders with unnecessary information. \n- Prioritises pleasing all stakeholders over making the right product decision. \n- Spends excessive time on alignment activities, delaying execution. \n- Avoids making tough calls to maintain harmony, leading to watered-down solutions.",
    "coaching_workshop_ideas": "- **\"Stakeholder Map & Engagement Plan\":** Guide the PM to map out all key stakeholders for a current project, identifying their influence, interest, and designing a tailored communication/engagement plan for each. \n- **\"Alignment Session Facilitation\":** Coach the PM on leading a workshop aimed at aligning conflicting stakeholders on a product decision, focusing on active listening and identifying common ground. \n- **\"Pre-mortem for Stakeholder Resistance\":** Before a major product announcement or decision, work with the PM to identify which stakeholders might resist and why, and proactively plan strategies to address their concerns."
  },
  {
    "section_no": "II.",
    "section_name": "Influence",
    "competency_title": "22. Storytelling",
    "definition": "Crafting and delivering compelling narratives that articulate the product vision, strategy, and value proposition to inspire and influence various internal and external audiences.",
    "underused": "- Presents information as dry facts or feature lists, failing to engage the audience. \n- Struggles to articulate the 'why' or the emotional impact of the product. \n- Fails to adapt communication style or content to different audiences (e.g., engineers vs. executives). \n- Doesn't use visuals or analogies effectively to explain complex concepts. \n- Misses opportunities to inspire or create excitement around product initiatives.",
    "good_use": "- Crafts clear, concise, and compelling narratives that resonate with the audience. \n- Effectively communicates the product's vision, problem, and solution in an engaging way. \n- Uses emotion, personal anecdotes, and strong visuals to make presentations impactful. \n- Adapts their storytelling approach to suit different contexts and stakeholder groups. \n- Inspires teams and leaders, building enthusiasm and buy-in for product initiatives.",
    "overused": "- Prioritises persuasive narrative over factual accuracy or honest data representation. \n- Over-dramatises or exaggerates product benefits, leading to inflated expectations. \n- Spends excessive time crafting presentations or narratives, delaying communication. \n- Becomes defensive when their story or proposed solution is challenged by data or feedback. \n- Relies solely on personal charisma without providing sufficient substance or evidence.",
    "coaching_workshop_ideas": "- **\"Product Narrative Workshop\":** Guide the PM through structuring a core narrative for their product or a major feature, identifying the hero (user), villain (problem), and solution, then practicing delivery. \n- **\"Audience Analysis & Adaptation\":** Coach the PM on preparing a presentation, specifically focusing on tailoring the message, vocabulary, and level of detail for three different audiences (e.g., engineering team, sales team, executive team). \n- **\"Visual Storyboard Creation\":** Work with the PM to create a visual storyboard (e.g., comic strip style) illustrating a user's journey with a new feature, to enhance their visual storytelling skills."
  },
  {
    "section_no": "II.",
    "section_name": "Influence",
    "competency_title": "23. Negotiation",
    "definition": "Skillfully resolving disagreements and reaching mutually beneficial agreements in complex, often high-stakes, product-related situations.",
    "underused": "- Avoids conflict or backs down too easily in disagreements. \n- Takes an all-or-nothing approach, failing to seek common ground or compromise. \n- Struggles to articulate their own position clearly or understand the other party's interests. \n- Damages relationships during negotiation through aggressive or uncompromising behaviour. \n- Is easily outmanoeuvred in discussions due to poor preparation or lack of strategy.",
    "good_use": "- Skillfully navigates tough situations and differing viewpoints to find common ground. \n- Seeks win-win outcomes, understanding both their own and the other party's underlying needs and interests. \n- Is able to make and gain concessions without damaging relationships. \n- Remains calm and composed under pressure during intense discussions. \n- Prepares thoroughly for negotiations, anticipating potential objections and alternative solutions.",
    "overused": "- Negotiates relentlessly for minor gains, damaging long-term relationships and trust. \n- Becomes overly focused on their own position, failing to listen or understand the other side's perspective. \n- Uses manipulative tactics or veiled threats to achieve desired outcomes. \n- Turns every discussion into a negotiation, creating unnecessary friction. \n- Delays decisions by constantly seeking perfect agreement.",
    "coaching_workshop_ideas": "- **\"BATNA Exercise\":** For an upcoming negotiation (e.g., feature scope, resource allocation), coach the PM to identify their Best Alternative to a Negotiated Agreement (BATNA) and the other party's BATNA, to strengthen their negotiation position. \n- **\"Role-Play Negotiation\":** Practice a difficult negotiation scenario with the PM, providing feedback on their communication, active listening, and ability to explore solutions. \n- **\"Interests vs. Positions Analysis\":** Guide the PM to analyse a past conflict, distinguishing between the stated 'positions' and the underlying 'interests' of each party involved, to learn how to identify common ground in future."
  },
  {
    "section_no": "II.",
    "section_name": "Influence",
    "competency_title": "24. Managing Up",
    "definition": "Effectively communicating with, influencing, and gaining support from senior leadership for product strategy, resource allocation, and key decisions.",
    "underused": "- Struggles to articulate product strategy or issues concisely and clearly to executives. \n- Waits to be asked for updates, rather than proactively informing leadership. \n- Fails to understand senior leaders' priorities or decision-making criteria. \n- Is intimidated by higher management, avoiding necessary conversations or escalations. \n- Presents problems without proposing solutions or a clear path forward.",
    "good_use": "- Proactively keeps senior leadership informed on key product developments, risks, and opportunities. \n- Tailors communication to leadership's needs, focusing on high-level impact and strategic alignment. \n- Effectively influences upward by presenting well-reasoned arguments and data-backed proposals. \n- Seeks and incorporates strategic direction from leadership while also providing valuable insights from the product trenches. \n- Is receptive to coaching and feedback from superiors, using it for growth.",
    "overused": "- Over-communicates to leadership, providing excessive detail or frequent unnecessary updates. \n- Complains about issues without offering solutions or owning accountability. \n- Manipulates information to present a more favourable picture to senior management. \n- Is overly deferential, failing to push back or challenge respectfully when necessary. \n- Seeks constant validation or direction, avoiding independent decision-making.",
    "coaching_workshop_ideas": "- **\"Executive Briefing Practice\":** Coach the PM to prepare and deliver a concise (e.g., 3-slide, 5-minute) executive summary of a current product initiative, focusing on strategic impact and key decisions needed. Provide feedback on clarity, inspiration, and alignment. \n- **\"Leadership Empathy Map\":** Guide the PM in creating an empathy map for their direct manager or a key executive, focusing on their goals, challenges, what they hear/see, and how they measure success. \n- **\"Proactive Reporting Schedule\":** Work with the PM to establish a clear cadence and format for proactive communication with key senior stakeholders, ensuring they are informed appropriately without being overwhelmed."
  },
  {
    "section_no": "II.",
    "section_name": "Influence",
    "competency_title": "25. Clear Communication (Written & Verbal)",
    "definition": "Articulating ideas, requirements, updates, and feedback clearly, concisely, and appropriately for diverse audiences and contexts.",
    "underused": "- Produces unclear or overly verbose written communication (e.g., specs, emails). \n- Struggles to articulate complex ideas verbally in a simple, understandable way. \n- Fails to adapt their communication style or vocabulary to different audiences. \n- Often causes misunderstandings due to vague or ambiguous language. \n- Doesn't listen effectively, leading to misinterpretations in discussions.",
    "good_use": "- Writes clearly, succinctly, and persuasively across various formats (e.g., product specs, emails, reports). \n- Expresses complex ideas verbally with precision and confidence. \n- Adapts communication content, tone, and delivery style to suit the audience and context. \n- Actively checks for understanding and solicits feedback on their communication clarity. \n- Ensures key messages are understood and actions are clear following communication.",
    "overused": "- Over-simplifies complex topics, losing important detail or nuance. \n- Over-communicates, providing excessive information that dilutes the key message. \n- Uses jargon or overly formal language, alienating parts of their audience. \n- Focuses on delivering information without ensuring it is received and understood. \n- Becomes defensive or shuts down when their communication is misunderstood.",
    "coaching_workshop_ideas": "- **\"Audience-Specific Communication Exercise\":** Give the PM a product update and ask them to draft three versions: one for engineers, one for marketing, and one for executives, focusing on tailoring the message. \n- **\"Conciseness Challenge\":** Ask the PM to take a recent lengthy document (e.g., a spec or email) and summarise its core message into a single paragraph, then a single sentence. \n- **\"Presentation Recording & Review\":** Record the PM delivering a short presentation and review it together, focusing on clarity, delivery, body language, and audience engagement."
  },
  {
    "section_no": "II.",
    "section_name": "Influence",
    "competency_title": "26. Active Listening",
    "definition": "Giving full attention to what others are saying, taking time to understand their points, asking clarifying questions, and not interrupting inappropriately.",
    "underused": "- Interrupts frequently or finishes others' sentences. \n- Forms responses in their head while others are still speaking. \n- Fails to ask clarifying questions, leading to misunderstandings. \n- Dismisses non-verbal cues or underlying emotions during conversations. \n- Focuses solely on their own agenda during discussions, missing key insights from others.",
    "good_use": "- Gives full and undivided attention to the speaker, both verbally and non-verbally. \n- Asks open-ended and clarifying questions to ensure full understanding. \n- Reflects back what they hear to confirm comprehension and demonstrate engagement. \n- Picks up on unspoken cues, emotions, and underlying concerns. \n- Allows others to finish speaking without interruption, creating a safe space for dialogue.",
    "overused": "- Becomes passive in discussions, only listening without contributing ideas or challenging assumptions. \n- Asks excessive clarifying questions, slowing down conversations unnecessarily. \n- Over-analyses every word spoken, leading to paralysis by analysis in communication. \n- Appears to be listening but is distracted or not fully engaged. \n- Uses listening as a tactic to gather information for personal gain, rather bloated than genuine understanding.",
    "coaching_workshop_ideas": "- **\"Listen-First Challenge\":** In their next 3 meetings, challenge the PM to actively practice listening for 80% of the time, only speaking to ask clarifying questions or summarise. Debrief afterwards. \n- **\"Paraphrasing Practice\":** In a 1:1 coaching session, have the PM practice paraphrasing what you've said before responding, to hone their active listening skills. \n- **\"Non-Verbal Cues Observation\":** During a meeting or presentation, ask the PM to observe and make notes on the non-verbal cues (body language, facial expressions) of various participants, then discuss what they interpreted."
  },
  {
    "section_no": "II.",
    "section_name": "Influence",
    "competency_title": "27. Understanding Others",
    "definition": "The ability to accurately perceive and interpret the feelings, thoughts, and motivations of others, leading to more effective interactions and relationships.",
    "underused": "- Struggles to empathise with diverse perspectives (e.g., users, engineers, sales, executives). \n- Makes assumptions about others' intentions or motivations without seeking clarity. \n- Fails to recognise unstated needs or underlying concerns in conversations. \n- Treats everyone with a 'one-size-fits-all' approach, ignoring individual differences. \n- Is surprised by others' reactions or resistance to product decisions.",
    "good_use": "- Actively seeks to understand the diverse perspectives, needs, and motivations of colleagues, customers, and stakeholders. \n- Demonstrates genuine empathy for others' situations and challenges. \n- Anticipates how different individuals or groups might react to product changes or decisions. \n- Adjusts their approach and communication based on their understanding of others' personalities and working styles. \n- Builds strong, trusting relationships by showing genuine interest in others.",
    "overused": "- Over-empathises, allowing others' feelings to unduly influence rational product decisions. \n- Becomes a 'people-pleaser', avoiding necessary conflict or tough conversations to maintain harmony. \n- Spends excessive time trying to deeply understand every individual, slowing down product progress. \n- Interprets every interaction as requiring deep psychological analysis, making simple conversations complex.",
    "coaching_workshop_ideas": "- **\"Empathy Map for a Stakeholder\":** Guide the PM to create an empathy map for a challenging stakeholder (or even a user persona), focusing on what they see, hear, think/feel, say/do, their pains, and gains."
  },
  {
    "section_no": "II.",
    "section_name": "Influence",
    "competency_title": "28. Political Savvy",
    "definition": "Understanding and navigating formal and informal power structures and relationships to effectively influence decisions and advance product goals.",
    "underused": "- Is unaware of the unwritten rules or power dynamics within the organisation. \n- Fails to identify key influencers or decision-makers outside of formal titles. \n- Gets caught in organisational conflicts or 'landmines' due to lack of awareness. \n- Struggles to get things done through informal channels when formal ones are blocked. \n- Operates in a naive manner, expecting logic alone to win arguments in complex environments.",
    "good_use": "- Accurately assesses the political landscape and identifies key formal and informal power structures. \n- Understands the underlying agendas and motivations of different organisational factions. \n- Effectively navigates complex political situations to build coalitions and gain support for product initiatives. \n- Anticipates potential resistance or political obstacles and proactively plans strategies to mitigate them. \n- Leverages informal networks to get things done and influence decisions.",
    "overused": "- Becomes overly cynical or manipulative, engaging in political games for personal gain. \n- Spends excessive time on political maneuvering rather than actual product work. \n- Sees every interaction as a political battle, creating unnecessary tension. \n- Is perceived as disingenuous or untrustworthy due to constant political calculations. \n- Sacrifices product quality or ethical principles to achieve political wins.",
    "coaching_workshop_ideas": "- **\"Organisational Chart (Informal) Mapping\":** Work with the PM to map out an informal organisational chart for a specific product area, identifying key influencers, power brokers, and their relationships. \n- **\"Scenario Planning (Political)\":** For an upcoming challenging product initiative, guide the PM to anticipate potential political hurdles and brainstorm strategies to navigate them effectively. \n- **\"Influence Mapping\":** Coach the PM to map who they need to influence for a particular product outcome, identify their likely stance, and plan specific influence tactics."
  },
  {
    "section_no": "II.",
    "section_name": "Influence",
    "competency_title": "29. Peer Relationships",
    "definition": "Building and maintaining strong, collaborative relationships with colleagues across different functions and levels, fostering trust and mutual respect.",
    "underused": "- Struggles to build rapport or find common ground with peers in other departments. \n- Is perceived as uncooperative or difficult to work with. \n- Avoids collaborating effectively on cross-functional initiatives. \n- Does not share information or resources readily with colleagues. \n- Fails to address interpersonal conflicts with peers constructively.",
    "good_use": "- Actively builds strong, trusting, and collaborative relationships with peers across functions. \n- Finds common ground and works cooperatively to solve inter-departmental problems. \n- Shares information, resources, and credit generously, fostering a spirit of mutual support. \n- Is fair and open in their interactions, earning the trust and respect of colleagues. \n- Proactively resolves conflicts with peers, seeking mutually agreeable solutions.",
    "overused": "- Prioritises peer relationships over making tough product decisions or challenging assumptions. \n- Becomes overly dependent on peer approval, avoiding necessary conflict or independent thought. \n- Spends excessive time socialising with peers, neglecting core product responsibilities. \n- Avoids giving challenging feedback to peers to maintain harmony. \n- Forms exclusive cliques within the organisation, hindering broader collaboration.",
    "coaching_workshop_ideas": "- **\"Cross-Functional Collaboration Audit\":** Guide the PM to identify 2-3 key peers they need to collaborate with more effectively. For each, brainstorm specific actions to improve the relationship and collaboration. \n- **\"Informal Check-in Cadence\":** Encourage the PM to schedule brief, informal (e.g., 15-min coffee) check-ins with key cross-functional peers to build rapport and share context outside of formal meetings. \n- **\"Shared Goal Identification\":** Work with the PM and a challenging peer to identify a common goal or shared outcome that they can both rally around, to foster collaborative efforts."
  },
  {
    "section_no": "II.",
    "section_name": "Influence",
    "competency_title": "30. Comfort Around Higher Management",
    "definition": "The ability to interact comfortably and effectively with senior leadership, presenting ideas and engaging in conversations without tension, and understanding their perspectives.",
    "underused": "- Appears nervous or intimidated when presenting to senior leaders. \n- Struggles to articulate ideas concisely or confidently to higher management. \n- Avoids direct interaction with executives, preferring to go through their manager. \n- Misinterprets signals from senior leaders or fails to grasp their strategic priorities. \n- Is overly deferential, failing to ask probing questions or offer independent thought.",
    "good_use": "- Deals comfortably and confidently with senior managers and executives. \n- Presents ideas clearly and persuasively without undue tension or nervousness. \n- Understands how senior managers think, their key concerns, and their decision-making processes. \n- Knows when to speak up, what to say, and when to listen during high-level discussions. \n- Adapts their communication style to effectively engage with different leadership personalities.",
    "overused": "- Becomes overly casual or disrespectful when interacting with senior management. \n- Over-promotes ideas without sufficient backing, leveraging comfort rather than substance. \n- Spends excessive time trying to impress senior leaders, neglecting other responsibilities. \n- Challenges higher management unnecessarily or without a clear strategic rationale. \n- Is perceived as opportunistic, only engaging with senior leaders for personal gain.",
    "coaching_workshop_ideas": "- **\"Executive Shadowing\":** If possible, arrange for the PM to shadow a senior leader for a few hours (e.g., observe meetings, key interactions) to gain insight into their priorities and interaction styles. \n- **\"Simulated Executive Q&A\":** Role-play a tough Q&A session after a mock executive presentation, providing the PM with feedback on their composure, conciseness, and ability to handle difficult questions. \n- **\"Informational Interviews with Leaders\":** Encourage the PM to schedule brief informational interviews with senior leaders (outside their direct chain) to understand their career paths, strategic insights, and how they think."
  },
  {
    "section_no": "III.",
    "section_name": "Personal Effectiveness",
    "competency_title": "31. Continuous Learning",
    "definition": "Actively seeking new knowledge, embracing a growth mindset, adapting quickly to changing market or organisational dynamics, and applying lessons from experience, including rapidly learning new concepts on the fly.",
    "underused": "- Resists learning new tools, methodologies, or industry trends. \n- Becomes complacent, assuming existing knowledge is sufficient. \n- Fails to reflect on mistakes or successes to extract lessons for future improvement. \n- Is resistant to change, preferring familiar ways of working. \n- Avoids seeking new challenges that would expand their skillset.",
    "good_use": "- Actively seeks out new information, skills, and perspectives relevant to product management. \n- Embraces a growth mindset, seeing challenges as opportunities to learn and develop. \n- Rapidly acquires and applies new knowledge or skills in dynamic environments. \n- Learns effectively from both successes and failures, adapting their approach accordingly. \n- Stays current with industry best practices, technology, and market shifts.",
    "overused": "- Becomes a perpetual student, constantly learning without applying knowledge or delivering results. \n- Jumps between new methodologies or tools without giving any a fair chance to prove effective. \n- Over-analyses personal learning, leading to introspection without action. \n- Critiques others for not keeping up with the latest trends, creating a judgmental environment. \n- Changes opinions too frequently based on new, unvalidated information.",
    "coaching_workshop_ideas": "- **\"Learning Experiment\":** Coach the PM to identify one new skill or knowledge area they want to acquire. Help them design a small, time-bound experiment (e.g., 2 hours/week for 4 weeks) to learn and apply that skill. \n- **\"Post-Mortem for Personal Growth\":** Facilitate a review of a challenging project or personal setback, specifically focusing on \"What did I learn from this experience?\" and \"How will I apply it moving forward?\". \n- **\"Industry Deep Dive\":** Challenge the PM to pick an emerging trend or technology in their industry and present its potential impact on their product, forcing them to learn quickly."
  },
  {
    "section_no": "III.",
    "section_name": "Personal Effectiveness",
    "competency_title": "32. Feedback",
    "definition": "Actively soliciting, providing, and acting upon constructive feedback in a timely, direct, and empathetic manner to foster personal and team growth.",
    "underused": "- Avoids asking for feedback, especially from peers or direct reports. \n- Becomes defensive or dismissive when receiving critical feedback. \n- Fails to provide timely, specific, or actionable feedback to others. \n- Delivers feedback indirectly or through passive-aggressive means. \n- Avoids difficult feedback conversations, allowing issues to fester.",
    "good_use": "- Actively seeks feedback on their performance and behaviours from multiple sources. \n- Is open to constructive criticism, using it as an opportunity for self-improvement. \n- Provides specific, timely, and actionable feedback to peers, direct reports, and managers. \n- Delivers feedback empathetically, focusing on behaviour and impact rather than personal attributes. \n- Follows up on feedback received, demonstrating commitment to growth.",
    "overused": "- Requests excessive feedback, becoming dependent on external validation for self-worth. \n- Becomes overly critical, delivering constant feedback that can demotivate or overwhelm others. \n- Gives feedback in a way that is too blunt or lacks empathy, damaging relationships. \n- Uses feedback as a means to control or micro-manage others. \n- Becomes obsessed with finding flaws, missing the strengths and contributions of others.",
    "coaching_workshop_ideas": "- **\"Feedback Request Template\":** Coach the PM to draft a concise template for soliciting feedback (e.g., 3 questions for a peer, 1 for a direct report) and encourage them to use it weekly. \n- **\"SBI Feedback Practice\":** Role-play a difficult feedback conversation using the Situation-Behaviour-Impact (SBI) framework, focusing on clear, objective delivery. \n- **\"Feedback Reflection Journal\":** Encourage the PM to keep a journal reflecting on feedback received, their initial reaction, key takeaways, and actions they will take as a result. Review this periodically."
  },
  {
    "section_no": "III.",
    "section_name": "Personal Effectiveness",
    "competency_title": "33. Composure",
    "definition": "Maintaining effectiveness, emotional stability, and a positive outlook under pressure, during setbacks, or in highly ambiguous and uncertain situations.",
    "underused": "- Becomes flustered or defensive under pressure, losing effectiveness. \n- Shows frustration or irritation easily, impacting team morale. \n- Struggles to maintain a positive outlook during setbacks or difficult periods. \n- Is knocked off balance by unexpected challenges or changes in direction. \n- Allows stress or anxiety to hinder rational decision-making.",
    "good_use": "- Remains calm, cool, and collected even in high-pressure or crisis situations. \n- Maintains effectiveness and a positive outlook amidst setbacks, ambiguity, and uncertainty. \n- Acts as a settling and reassuring influence on the team when faced with challenges. \n- Handles stress constructively, preventing it from negatively impacting performance or relationships. \n- Responds thoughtfully rather than reacting impulsively to unexpected events.",
    "overused": "- Appears overly detached or emotionless, leading others to perceive a lack of empathy or care. \n- Suppresses all emotions, which can lead to internal burnout or an inability to connect authentically. \n- Is seen as unbothered by serious issues, leading to a perception of nonchalance or lack of urgency. \n- Becomes rigid and inflexible under pressure, unable to adapt to changing circumstances. \n- Avoids uncomfortable situations entirely to maintain their composure.",
    "coaching_workshop_ideas": "- **\"Stress Triggers Identification\":** Guide the PM to identify their personal stress triggers and brainstorm proactive coping mechanisms or strategies to manage them. \n- **\"Situational Role-Play (High Pressure)\":** Role-play a high-pressure scenario (e.g., product launch issue, difficult executive meeting), focusing on the PM's ability to maintain composure and respond effectively. \n- **\"Mindfulness/Breathing Exercises\":** Introduce the PM to simple mindfulness or breathing techniques they can use in moments of stress to regain composure."
  },
  {
    "section_no": "III.",
    "section_name": "Personal Effectiveness",
    "competency_title": "34. Ethics and Values",
    "definition": "Consistently operating with strong ethical principles, demonstrating honesty and trustworthiness, and ensuring product decisions align with organisational values and societal good.",
    "underused": "- Compromises ethical principles for short-term gains or convenience. \n- Is dishonest or lacks transparency in interactions with stakeholders or the team. \n- Fails to uphold organisational values in product decisions or behaviours. \n- Demonstrates a lack of integrity, eroding trust with colleagues or customers. \n- Makes product decisions without considering their broader societal or ethical implications.",
    "good_use": "- Adheres consistently to a strong moral and ethical code in all product decisions and interactions. \n- Is widely trusted and seen as a person of integrity, candour, and directness. \n- Keeps confidences and admits mistakes transparently. \n- Ensures product development and strategy align with the company's stated values and societal good. \n- Challenges unethical practices or decisions within the team or organisation.",
    "overused": "- Becomes overly moralistic, judging others' decisions or behaviours harshly. \n- Is too rigid in their interpretation of ethics, hindering necessary compromise or flexibility. \n- Uses ethical arguments to avoid difficult decisions or responsibilities. \n- Becomes preachy about values, alienating those with differing views. \n- Prioritises abstract ethical ideals over practical user needs or business realities.",
    "coaching_workshop_ideas": "- **\"Ethical Dilemma Scenario\":** Present the PM with a product-related ethical dilemma and guide them through a structured decision-making process, considering various stakeholders and long-term impacts. \n- **\"Values Reflection\":** Work with the PM to articulate their personal core values and discuss how these align (or sometimes conflict) with the company's stated values and their product role. \n- **\"Trust-Building Behaviours Audit\":** Coach the PM to reflect on recent interactions and identify specific behaviours that build or erode trust with their team and stakeholders."
  },
  {
    "section_no": "III.",
    "section_name": "Personal Effectiveness",
    "competency_title": "35. Dealing with Ambiguity",
    "definition": "The ability to operate effectively and make progress even when information is incomplete, paths are unclear, and outcomes are unpredictable.",
    "underused": "- Is paralysed or becomes highly stressed by lack of clarity or incomplete information. \n- Needs perfect information or a fully defined plan before taking action. \n- Struggles to adapt when circumstances change unexpectedly. \n- Becomes upset or frustrated when things are 'up in the air'. \n- Avoids situations with high uncertainty, preferring predictable tasks.",
    "good_use": "- Operates effectively and makes progress even with partial data or unclear direction. \n- Is comfortable with change and able to shift gears comfortably when needed. \n- Maintains momentum and takes decisive action without needing a finished plan. \n- Views uncertainty as an opportunity for learning and adaptation. \n- Guides the team through ambiguous situations, providing clarity where possible.",
    "overused": "- Embraces ambiguity to the point of never defining anything, causing confusion for the team. \n- Uses ambiguity as an excuse for inaction or a lack of accountability. \n- Constantly pivots or changes direction without sufficient rationale, citing 'ambiguity'. \n- Takes excessive risks in ambiguous situations, leading to avoidable failures. \n- Creates unnecessary ambiguity for others, making their work difficult.",
    "coaching_workshop_ideas": "- **\"Ambiguity Mapping\":** For an upcoming ambiguous project, guide the PM to map out what's known, what's unknown, and what assumptions are being made. Discuss strategies for de-risking the unknowns. \n- **\"Hypothesis-Driven Approach\":** Coach the PM on how to apply a hypothesis-driven approach to an ambiguous problem, focusing on defining small, testable assumptions to reduce uncertainty. \n- **\"Adaptive Planning Exercise\":** Present the PM with a scenario where initial plans must drastically change due to new information. Guide them through adapting the plan quickly and communicating the changes."
  },
  {
    "section_no": "III.",
    "section_name": "Personal Effectiveness",
    "competency_title": "36. Approachability",
    "definition": "Being easy to approach and talk to; creating a comfortable and open environment that encourages dialogue and trust.",
    "underused": "- Is perceived as unapproachable, aloof, or intimidating. \n- Rarely engages in informal conversations or small talk with colleagues. \n- Appears busy or unavailable, deterring others from seeking help or offering ideas. \n- Does not actively invite questions or dissenting opinions. \n- Fails to build rapport with new team members or cross-functional partners.",
    "good_use": "- Is easy to approach, open, and receptive to conversations with anyone. \n- Creates a comfortable and safe environment where people feel free to express ideas or concerns. \n- Actively listens and shows genuine interest in others' perspectives. \n- Builds rapport quickly, fostering trust and open dialogue. \n- Is seen as a go-to person for questions or advice due to their welcoming nature.",
    "overused": "- Is overly friendly or gregarious, potentially blurring professional boundaries. \n- Spends excessive time in informal conversations, neglecting core product responsibilities. \n- Avoids making tough decisions or delivering difficult feedback to maintain an approachable image. \n- Is perceived as a 'pushover' or someone who can be easily influenced. \n- Attempts to be everyone's friend, leading to a lack of firm leadership when needed.",
    "coaching_workshop_ideas": "- **\"Office Hours/Open Door Policy\":** Encourage the PM to set up dedicated 'office hours' or formally promote an open-door policy, making themselves visibly available for informal questions. \n- **\"Active Listening in 1:1s\":** Coach the PM to consciously practice active listening and open-ended questions in their 1:1s, making direct reports feel truly heard and understood. \n- **\"Non-Verbal Cues for Approachability\":** Guide the PM to observe and adjust their body language (e.g., eye contact, open posture, smiling) to project greater approachability in interactions."
  },
  {
    "section_no": "III.",
    "section_name": "Personal Effectiveness",
    "competency_title": "37. Use of Humour",
    "definition": "Using humour appropriately and effectively to lighten the mood, build rapport, alleviate tension, and foster a positive team environment.",
    "underused": "- Rarely uses humour, leading to a serious or dry demeanour. \n- Uses inappropriate or offensive humour that alienates others. \n- Struggles to lighten tense situations or build rapport through light-heartedness. \n- Is perceived as overly formal or rigid, even in informal settings. \n- Fails to read the room and adapt their humour to the context.",
    "good_use": "- Uses appropriate and inclusive humour to build rapport and create a positive atmosphere. \n- Can lighten tense or stressful situations with well-timed and relevant jokes or anecdotes. \n- Uses self-deprecating humour effectively to appear relatable and humble. \n- Recognises when humour is appropriate and when it might detract from the seriousness of a situation. \n- Is able to laugh at themselves and the absurdities of work life.",
    "overused": "- Uses humour excessively, detracting from the seriousness of work or appearing unprofessional. \n- Relies on humour as a defence mechanism to avoid difficult conversations or emotions. \n- Uses sarcasm or cynical humour that can be perceived as passive-aggressive or unkind. \n- Attempts to be the 'office comedian', distracting from productive work. \n- Uses humour that is exclusive or only understood by a small group, alienating others.",
    "coaching_workshop_ideas": "- **\"Humour in Presentations\":** Challenge the PM to incorporate one appropriate, light-hearted anecdote or visual into their next product presentation to test its impact on audience engagement. \n- **\"Observational Humour Study\":** Encourage the PM to observe how leaders or colleagues they admire use humour effectively in meetings or casual interactions, then reflect on what makes it successful. \n- **\"Self-Deprecating Moment Sharing\":** Prompt the PM to share a recent, light-hearted blunder or awkward moment in a team setting, using self-deprecating humour to build relatability."
  },
  {
    "section_no": "III.",
    "section_name": "Personal Effectiveness",
    "competency_title": "38. Patience",
    "definition": "Demonstrating composure, tolerance, and persistence when faced with delays, obstacles, resistance, or difficult situations.",
    "underused": "- Becomes easily frustrated or impatient when progress is slow or obstacles arise. \n- Rushes decisions or processes due to a lack of tolerance for waiting. \n- Struggles to manage delays or setbacks calmly, becoming agitated or anxious. \n- Gives up too quickly when faced with resistance or prolonged challenges. \n- Is demanding of immediate results, putting undue pressure on the team.",
    "good_use": "- Remains calm and composed when faced with delays, resistance, or unforeseen obstacles. \n- Demonstrates tolerance and understanding when dealing with complex problems or slow-moving processes. \n- Persists in the face of adversity, maintaining focus and effort over the long term. \n- Understands that some problems require time, careful consideration, and iterative solutions. \n- Inspires a sense of calm and measured persistence in the team.",
    "overused": "- Becomes overly passive, waiting indefinitely for things to resolve themselves without proactive intervention. \n- Uses patience as an excuse for inaction or a lack of urgency. \n- Tolerates poor performance or unacceptable delays to avoid confrontation. \n- Is perceived as slow or lacking drive, missing critical opportunities. \n- Avoids making necessary tough decisions, hoping problems will dissipate over time.",
    "coaching_workshop_ideas": "- **\"Delay Management Plan\":** For a project experiencing delays, coach the PM to create a detailed plan for managing stakeholder expectations, communication, and mitigation strategies for the delay. \n- **\"Frustration Trigger Analysis\":** Guide the PM to identify situations that most trigger their impatience. Discuss proactive strategies or mental shifts to manage these triggers. \n- **\"Iterative Progress Reflection\":** Encourage the PM to reflect on a past long-term initiative, specifically noting the small, iterative steps and periods of waiting that contributed to eventual success, reinforcing the value of patience."
  },
  {
    "section_no": "III.",
    "section_name": "Personal Effectiveness",
    "competency_title": "39. Personal Disclosure",
    "definition": "Being willing to disclose personal thoughts, feelings, and experiences appropriately to build trust, foster deeper connections, and model vulnerability.",
    "underused": "- Is overly reserved or guarded, making it difficult for others to connect with them. \n- Avoids sharing personal insights or experiences, creating a distant or unapproachable persona. \n- Struggles to be vulnerable, fearing judgement or exposure. \n- Maintains a purely professional facade, inhibiting deeper relationships. \n- Misses opportunities to build rapport through shared humanity.",
    "good_use": "- Shares personal thoughts, feelings, and experiences appropriately to build trust and rapport. \n- Models vulnerability effectively, encouraging others to be more open. \n- Fosters deeper connections with colleagues by sharing aspects of their authentic self. \n- Uses personal anecdotes or stories to make points more relatable and impactful. \n- Knows when and what to disclose, maintaining professional boundaries.",
    "overused": "- Over-shares personal information, making colleagues uncomfortable or blurring professional lines. \n- Uses personal disclosure as a means to seek attention or sympathy. \n- Dominates conversations with personal stories, taking focus away from work-related topics. \n- Shares inappropriate or unprofessional details that damage their credibility. \n- Is overly vulnerable, burdening others with their personal issues.",
    "coaching_workshop_ideas": "- **\"Vulnerability Practice (Small Steps)\":** Coach the PM to identify one small, appropriate personal detail or reflection they can share in a team setting (e.g., in a retrospective) to test building connection through vulnerability. \n- **\"Authenticity & Professionalism Discussion\":** Discuss the fine line between authenticity and professionalism in the workplace. Explore scenarios where more or less personal disclosure might be appropriate. \n- **\"Storytelling for Connection\":** Guide the PM to prepare a brief (e.g., 2-minute) personal story that relates to a work theme (e.g., overcoming a challenge, learning from a mistake) and practice sharing it with impact."
  },
  {
    "section_no": "III.",
    "section_name": "Personal Effectiveness",
    "competency_title": "40. Organising Skills",
    "definition": "The ability to effectively manage one's own workload, tasks, and information to maintain efficiency, meet commitments, and adapt to competing demands.",
    "underused": "- Struggles to prioritise personal tasks, leading to missed deadlines or feeling overwhelmed. \n- Gets easily distracted, losing focus on important work. \n- Fails to plan or structure their workdays, leading to reactive instead of proactive output. \n- Spends excessive time on low-impact activities. \n- Consistently over-commits, leading to burnout or unfulfilled promises.",
    "good_use": "- Clearly prioritises individual tasks and manages their workload effectively. \n- Uses tools and techniques (e.g., calendars, task managers, Pomodoro technique) to organise their time efficiently. \n- Delegates tasks effectively when appropriate, freeing up time for high-impact work. \n- Protects focus time and minimises distractions to maximise productivity. \n- Proactively communicates potential delays or workload issues.",
    "overused": "- Over-schedules and attempts to fit too many tasks into limited time, leading to stress and rushed work. \n- Is overly rigid with their schedule, resisting necessary flexibility or unexpected urgent tasks. \n- Spends excessive time organising and optimising workflows, rather than actually doing the work. \n- Prioritises busy work over truly impactful tasks.",
    "coaching_workshop_ideas": "- **\"Time Audit & Optimisation\":** Coach the PM to track their time for a week. Then, review the audit to identify time sinks, opportunities for automation, or areas to delegate. \n- **\"Eisenhower Matrix Exercise\":** Guide the PM through applying the Eisenhower Matrix (Urgent/Important) to their weekly task list to improve personal prioritisation. \n- **\"Weekly Planning Session\":** Work with the PM to establish a consistent weekly planning routine, focusing on setting clear goals, blocking out focus time, and anticipating potential distractions."
  },
  {
    "section_no": "IV.",
    "section_name": "Leadership",
    "competency_title": "41. Building Effective Teams",
    "definition": "Fostering cohesion and shared purpose within and across product-related teams, encouraging open dialogue, and celebrating collective achievements.",
    "underused": "- Operates in a silo, focusing only on their individual contributions without engaging other team members. \n- Avoids addressing team conflicts or dysfunctional dynamics, hoping they resolve themselves. \n- Fails to celebrate team successes or acknowledge individual contributions, leading to low morale. \n- Struggles to get different functional teams (e.g., Design, Engineering, Marketing) to work together collaboratively towards a shared product goal.",
    "good_use": "- Actively promotes a collaborative environment, ensuring all team members feel heard and valued. \n- Facilitates cross-functional understanding by encouraging transparency and sharing context across departments. \n- Proactively addresses and mediates team conflicts, guiding the team towards constructive resolution. \n- Sets clear team goals and fosters a sense of shared ownership and accountability for product outcomes. \n- Publicly recognises and celebrates team achievements, reinforcing positive behaviours and morale.",
    "overused": "- Spends excessive time on team-building activities at the expense of product progress or individual productivity. \n- Avoids making tough decisions to maintain team harmony, even when necessary for the product. \n- Over-delegates to the team without providing sufficient guidance or support, leading to frustration. \n- Attempts to be everyone's friend, blurring the lines of leadership and accountability. \n- Creates unnecessary social events that detract from focus.",
    "coaching_workshop_ideas": "- **\"Team Norms Workshop\":** Guide the PM in facilitating a session with their core product team (Design, Eng, QA) to define explicit working agreements and norms (e.g., communication preferences, decision-making processes, conflict resolution). Help them establish a cadence for reviewing and updating these norms. \n- **\"Dependency Mapping Exercise\":** For a complex upcoming initiative, work with the PM and their cross-functional partners to map out all inter-team dependencies. Brainstorm proactive communication strategies and agreement mechanisms to manage these dependencies effectively. \n- **\"Team Retrospective Facilitation\":** Coach the PM on how to run an effective team retrospective, ensuring psychological safety for open feedback and actionable improvements."
  },
  {
    "section_no": "IV.",
    "section_name": "Leadership",
    "competency_title": "42. People Assessment",
    "definition": "Evaluating and sizing up people accurately, understanding their capabilities, potential, and fit for roles within the organisation and team.",
    "underused": "- Makes quick judgements about individuals based on limited interaction or first impressions. \n- Fails to recognise or leverage the strengths of team members. \n- Struggles to identify skill gaps or development areas in others. \n- Promotes or assigns tasks based on personal bias rather than objective assessment of capabilities. \n- Lacks a systematic approach to evaluating talent for hiring or performance.",
    "good_use": "- Accurately assesses the capabilities, potential, and fit of individuals for various roles and tasks. \n- Identifies skill strengths and development areas in team members and provides constructive feedback. \n- Makes fair and objective evaluations for hiring, promotion, or performance reviews. \n- Recognises hidden talents and helps people deploy their strengths effectively. \n- Understands what motivates different individuals and how to leverage their unique contributions.",
    "overused": "- Becomes overly critical, constantly finding flaws in others' performance. \n- Over-analyses every individual's behaviour, leading to a lack of trust. \n- Labels people too quickly, failing to see their potential for growth or change. \n- Uses assessment to create a competitive environment rather than foster development. \n- Spends excessive time dissecting individual performance, delaying team progress.",
    "coaching_workshop_ideas": "- **\"Talent Grid Mapping\":** Work with the PM to map their team members on a simple 2x2 grid (e.g., Performance vs. Potential), discussing their rationale for placement and identifying development needs. \n- **\"STAR Method Coaching\":** Coach the PM on using the STAR (Situation, Task, Action, Result) method for assessing behaviours in performance reviews or interviews. \n- **\"Delegation Assessment\":** Guide the PM in assessing a direct report's readiness for a new task or project, considering their skills, motivation, and support needs before delegating."
  },
  {
    "section_no": "IV.",
    "section_name": "Leadership",
    "competency_title": "43. Coaching Others",
    "definition": "Mentoring, guiding, and enabling the professional growth and skill development of other product professionals within the team or organisation.",
    "underused": "- Avoids providing explicit coaching or development opportunities to direct reports or junior PMs. \n- Focuses solely on task delegation without considering skill development. \n- Fails to identify growth areas or provide challenging assignments for others. \n- Delivers feedback without clear actionable steps for improvement. \n- Is reluctant to share knowledge or experiences that could benefit others.",
    "good_use": "- Actively mentors and guides junior PMs, providing challenging tasks and growth opportunities. \n- Holds regular, constructive development discussions with direct reports, focusing on career goals. \n- Provides specific, actionable feedback and helps individuals create development plans. \n- Empowers others by delegating responsibility and trusting them to deliver. \n- Shares knowledge, experiences, and best practices to uplift the entire team's capability.",
    "overused": "- Over-coaches, micro-managing or stifling individuals' autonomy and independent thought. \n- Provides unsolicited advice constantly, overwhelming or irritating others. \n- Becomes overly invested in others' careers, neglecting their own responsibilities. \n- Coaches solely based on their own experiences, failing to adapt to individual learning styles or needs. \n- Creates dependency, preventing individuals from developing their own problem-solving skills.",
    "coaching_workshop_ideas": "- **\"Development Plan Template\":** Coach the PM to use a simple development plan template with a direct report, identifying 1-2 growth areas, specific actions, and measurable progress. \n- **\"Situational Leadership Coaching\":** Discuss situational leadership with the PM and practice adapting their coaching style (e.g., directing, supporting, delegating) based on an individual's competence and commitment for a specific task. \n- **\"Active Listening in Coaching\":** Emphasise active listening and open-ended questions when coaching, allowing the coachee to find their own solutions rather than being told what to do."
  },
  {
    "section_no": "IV.",
    "section_name": "Leadership",
    "competency_title": "44. Caring for Direct Reports/Team",
    "definition": "Genuinely caring about the well-being, development, and success of team members, showing concern and providing support.",
    "underused": "- Appears indifferent to the personal well-being or career aspirations of direct reports. \n- Prioritises tasks and deadlines over the mental health or workload of the team. \n- Fails to show empathy or support during challenging times for team members. \n- Is perceived as solely focused on outcomes, not the people delivering them. \n- Does not create a safe or supportive environment for the team.",
    "good_use": "- Demonstrates genuine concern for the professional growth and personal well-being of their team. \n- Provides active support and resources to help direct reports navigate challenges. \n- Celebrates individual and team successes, recognising effort and contribution. \n- Fosters a psychologically safe environment where team members feel valued and understood. \n- Advocates for their team's needs and development within the organisation.",
    "overused": "- Becomes overly involved in direct reports' personal lives, blurring professional boundaries. \n- Prioritises team harmony and individual happiness over necessary tough decisions or performance accountability. \n- Avoids giving critical feedback to protect feelings, hindering growth. \n- Is perceived as 'soft', lacking the ability to lead effectively when tough choices are needed. \n- Sacrifices product outcomes to protect the team from discomfort or workload.",
    "coaching_workshop_ideas": "- **\"Empathy in 1:1s\":** Coach the PM on incorporating regular 'well-being' questions into their 1:1s with direct reports, creating space for open discussion beyond task updates. \n- **\"Recognition Log\":** Encourage the PM to keep a personal log of specific contributions or positive behaviours of their team members, and make a point to recognise them publicly or privately each week. \n- **\"Workload Assessment\":** Guide the PM on how to conduct a proactive workload assessment with their team, identifying potential burnout risks and collaboratively finding solutions."
  },
  {
    "section_no": "IV.",
    "section_name": "Leadership",
    "competency_title": "45. Compassion",
    "definition": "Demonstrating genuine empathy, sensitivity, and concern for others, especially during challenging times or personal difficulties.",
    "underused": "- Appears insensitive or unsympathetic to the struggles or difficulties of others. \n- Struggles to connect with people on an emotional level. \n- Is dismissive of personal challenges impacting work performance. \n- Lacks empathy when delivering difficult news or managing tough situations. \n- Is perceived as cold or detached by colleagues.",
    "good_use": "- Demonstrates deep empathy and sensitivity to the feelings and challenges of others. \n- Shows genuine concern and understanding during times of difficulty or stress for colleagues. \n- Offers support and kindness, creating a human connection in the workplace. \n- Recognises and validates others' emotions and perspectives. \n- Acts with grace and thoughtfulness, even in demanding situations.",
    "overused": "- Becomes overly empathetic, allowing others' emotions to dictate their decisions or actions. \n- Is perceived as emotionally fragile or unable to make tough, objective decisions. \n- Offers sympathy instead of providing practical help or constructive solutions. \n- Avoids delivering difficult feedback or holding people accountable to protect feelings. \n- Takes on others' emotional burdens excessively, leading to personal burnout.",
    "coaching_workshop_ideas": "- **\"Empathy Interview Practice\":** Role-play a scenario where the PM needs to have a compassionate conversation with a team member facing challenges, focusing on active listening and validation. \n- **\"Compassion in Crisis\":** Discuss a past challenging situation (e.g., a major product bug, a missed deadline) and brainstorm how a compassionate leader would have handled communication and team support. \n- **\"Perspective Shift Exercise\":** For a difficult interaction, ask the PM to consider the situation from the other person's perspective, trying to understand their potential feelings and motivations."
  },
  {
    "section_no": "IV.",
    "section_name": "Leadership",
    "competency_title": "46. Constructive Confrontation",
    "definition": "Addressing difficult issues and uncomfortable truths directly, fairly, and constructively, while maintaining professional respect and relationships.",
    "underused": "- Avoids difficult conversations, allowing problems to fester or escalate. \n- Delivers feedback indirectly, passively, or aggressively, causing confusion or resentment. \n- Struggles to address poor performance or unproductive behaviours directly. \n- Becomes emotional or confrontational in a non-productive way during disagreements. \n- Fails to set clear boundaries or hold others accountable when necessary.",
    "good_use": "- Addresses difficult issues, conflicts, and performance gaps directly and in a timely manner. \n- Delivers feedback or criticism constructively, focusing on behaviour and impact, not personal attacks. \n- Maintains professional respect and relationships even during challenging conversations. \n- Seeks to understand all sides of an issue before confronting. \n- Is fair and firm, ensuring accountability while supporting growth.",
    "overused": "- Confronts others excessively, creating a hostile or fearful environment. \n- Uses confrontation as a first resort, rather than exploring alternative approaches. \n- Becomes aggressive or overly dominant in difficult conversations, shutting down dialogue. \n- Focuses on 'winning' arguments rather than finding constructive resolutions. \n- Confronts publicly, embarrassing individuals and damaging team trust.",
    "coaching_workshop_ideas": "- **\"Crucial Conversations Prep\":** Guide the PM to prepare for an upcoming difficult conversation using a structured framework (e.g., \"Crucial Conversations\" principles), focusing on clarity, intent, and desired outcomes. \n- **\"Feedback Sandwich (Advanced)\":** Practice delivering feedback, ensuring it's not just positive-negative-positive, but truly actionable and developmental, using specific examples. \n- **\"Role-Play Conflict Resolution\":** Role-play a common team conflict scenario, coaching the PM on mediating the discussion and guiding parties towards a constructive solution."
  },
  {
    "section_no": "IV.",
    "section_name": "Leadership",
    "competency_title": "47. Fairness",
    "definition": "Treating all individuals fairly and equitably, ensuring unbiased decisions, opportunities, and access to resources.",
    "underused": "- Is perceived as having favourites or treating some team members differently. \n- Makes biased decisions regarding workload, opportunities, or recognition. \n- Fails to apply policies or standards consistently across the team. \n- Is influenced by personal relationships or opinions rather than objective criteria. \n- Struggles to manage conflicts of interest impartially.",
    "good_use": "- Treats all individuals fairly and equitably, regardless of their background, personality, or position. \n- Makes unbiased decisions regarding workload, opportunities, recognition, and performance reviews. \n- Applies policies and standards consistently and transparently. \n- Actively works to ensure equal opportunities and access to resources for all team members. \n- Addresses perceived or actual biases in their own or others' behaviour.",
    "overused": "- Becomes overly rigid in applying rules, lacking empathy or flexibility in unique situations. \n- Spends excessive time trying to ensure 'perfect' fairness, delaying decisions or action. \n- Avoids making necessary distinctions (e.g., based on performance or experience) to treat everyone the same. \n- Is perceived as indecisive due to constant deliberation over potential inequities. \n- Allows concerns about fairness to override strategic product needs or tough decisions.",
    "coaching_workshop_ideas": "- **\"Bias Awareness Training Reflection\":** Guide the PM to reflect on any recent training or articles on unconscious bias and discuss how these biases might impact their team decisions. \n- **\"Scenario: Resource Allocation\":** Present the PM with a scenario where limited resources (e.g., funding, headcount) must be allocated across competing team needs. Coach them on making a fair and transparent decision process. \n- **\"Decision Transparency Audit\":** Work with the PM to review recent team decisions (e.g., task assignments, promotions) and identify how transparent and fair the decision-making process was perceived by the team."
  },
  {
    "section_no": "IV.",
    "section_name": "Leadership",
    "competency_title": "48. Talent Acquisition & Staffing",
    "definition": "Effectively identifying, attracting, assessing, and hiring qualified product talent, and building diverse and high-performing teams.",
    "underused": "- Struggles to identify suitable candidates for product roles. \n- Conducts unstructured or ineffective interviews, failing to assess key competencies. \n- Does not actively build a pipeline of potential talent. \n- Hires based on superficial impressions or 'gut feel' rather than objective criteria. \n- Fails to create a compelling employer brand or recruit diverse candidates.",
    "good_use": "- Develops clear job descriptions and competency profiles for product roles. \n- Designs and conducts structured, objective interview processes to assess candidate fit and capabilities. \n- Actively builds networks and pipelines of potential product talent. \n- Makes effective hiring decisions that strengthen the overall product team. \n- Champions diversity and inclusion in the hiring process, building balanced teams.",
    "overused": "- Becomes overly focused on 'perfect' candidates, missing out on good talent or delaying hiring excessively. \n- Over-sells the role or company, leading to misaligned expectations for new hires. \n- Is overly rigid in their hiring criteria, missing out on strong, non-traditional candidates. \n- Delegates all hiring responsibilities, losing oversight or influence over team composition. \n- Spends excessive time on recruitment, neglecting core product responsibilities.",
    "coaching_workshop_ideas": "- **\"Interview Question Bank\":** Coach the PM to develop a bank of behavioural and situational interview questions specifically tailored to assess core product management competencies. \n- **\"Structured Interview Practice\":** Role-play an interview scenario, focusing on the PM's ability to ask open-ended questions, listen actively, and objectively assess candidate responses. \n- **\"Onboarding Plan Review\":** Work with the PM to review and refine their onboarding plan for new product hires, ensuring it supports rapid integration and productivity."
  },
  {
    "section_no": "IV.",
    "section_name": "Leadership",
    "competency_title": "49. Command Skills",
    "definition": "Providing clear direction and expectations, setting objectives, effectively distributing workload, and ensuring accountability for team execution and results.",
    "underused": "- Provides vague or ambiguous direction to the team, causing confusion. \n- Struggles to set clear, measurable objectives for product initiatives. \n- Fails to effectively delegate tasks or distribute workload equitably. \n- Hesitates to hold team members accountable for performance or missed commitments. \n- Is reluctant to make tough decisions or give firm instructions when needed.",
    "good_use": "- Provides clear, concise, and unambiguous direction to their product team. \n- Sets challenging yet achievable objectives and ensures the team understands them. \n- Effectively delegates tasks, empowering team members while ensuring accountability. \n- Organises and distributes workload efficiently across the team. \n- Holds individuals and the team accountable for meeting commitments and delivering results.",
    "overused": "- Commands without explanation or rationale, alienating the team and stifling initiative. \n- Is overly directive, micro-managing or stifling team autonomy and creativity. \n- Gives too many commands, overwhelming the team with priorities. \n- Uses authority to intimidate rather than inspire collaboration. \n- Delegates without sufficient support or resources, setting individuals up for failure.",
    "coaching_workshop_ideas": "- **\"Clear Objectives Workshop\":** Guide the PM to facilitate a session with their team to define clear, SMART (Specific, Measurable, Achievable, Relevant, Time-bound) objectives for an upcoming sprint or quarter. \n- **\"Delegation Practice\":** Role-play a scenario where the PM needs to delegate a task, focusing on clearly communicating expectations, scope, and desired outcomes, while empowering the team member. \n- **\"Accountability Framework\":** Work with the PM to establish a simple accountability framework for team tasks, defining clear owners, deadlines, and check-in mechanisms."
  },
  {
    "section_no": "IV.",
    "section_name": "Leadership",
    "competency_title": "50. Managerial Courage",
    "definition": "The ability to face difficult conversations, make tough decisions, and stand firm on principles, even under pressure or when facing resistance.",
    "underused": "- Avoids difficult conversations (e.g., performance issues, negative feedback, layoffs). \n- Backs down from tough decisions when faced with opposition or discomfort. \n- Fails to address non-compliance or dysfunctional behaviour from team members. \n- Is unwilling to challenge senior stakeholders or push back on unreasonable demands. \n- Compromises principles or values under pressure to avoid conflict.",
    "good_use": "- Proactively initiates and handles difficult conversations with empathy and clarity. \n- Makes tough but necessary decisions for the good of the product and team, even when unpopular. \n- Stands firm on principles and values, even when challenged by senior leadership or strong personalities. \n- Addresses performance issues or behavioural problems directly and constructively. \n- Is willing to challenge the status quo or advocate for difficult changes when necessary.",
    "overused": "- Confronts every issue aggressively, creating a climate of fear and resistance. \n- Makes tough decisions in isolation, without seeking input or considering consequences. \n- Uses courage as a justification for being insensitive or uncompromising. \n- Over-indexes on challenging others, neglecting to build rapport or consensus. \n- Becomes confrontational for personal gain, rather than for the good of the team or product.",
    "coaching_workshop_ideas": "- **\"Difficult Conversation Prep\":** Guide the PM to prepare for an upcoming difficult conversation, focusing on scripting key points, anticipating reactions, and planning for desired outcomes. \n- **\"Principle-Based Decision-Making\":** Present the PM with an ethical or values-based dilemma related to product and coach them on making a decision grounded in clear principles, even if unpopular. \n- **\"Role-Play Boundary Setting\":** Practice scenarios where the PM needs to set clear boundaries or push back firmly (but respectfully) on unreasonable demands from a senior stakeholder or team member."
  }
]