
Impatience is a weakness that I keep working on. Particularly, when the goals are ambiguous and bold, I tend to push for rapid progress and frequent updates as my first instinct, this can manifest as over-eagerness and pushing for solutions.

Early on in my current role as principal PM at Dell, I was working with 3 PMs and architects on a technically complex architecture change to help improve large order purchaseability. My impatience would sometimes surface, for example, following up on key workstreams, asking questions about what each PM is up to with their day, their roadmap and their help them solve their problems.

The reality, however, was that this approach created pressure and could feel more like a status check than a collaborative problem-solving session.

As I got to know about the feedback, I have started working on different approaches to see what sticks.

I changed my approach over time

- Shifted mindset from micro-updates to milestones based updates. Made it an open-ended conversation to discuss blockers and added strategic points
    
- Instead of daily 30-min sync with all 3 PMs at once, I changed to 1:1 sync to understand how each one is doing. that gave PMs safe space to discuss challenges and possible solutions and felt better connected with the product's strategic goals.
    
- Instead of solving problems for them, I changed approach into being a bouncing board and coach for PMs to have open conversations about how to achieve our outcomes better. Started asking questions like "How do you think we should approach this?" or "What's the riskiest assumption here?"