Eliminating “Bullshit Management” and Focusing on Real Value in Product Management

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Product managers often get pulled into endless feature requests, meetings, and tasks that add little value. At Just Product 2024, David delivered a clear message: it’s time to stop wasting energy on what he calls “Bullshit Management” and start focusing on what truly matters—delivering value for customers and the business.

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1. The Harsh Reality of Product Management

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While product managers are expected to set vision, define strategy, and drive decisions, reality paints a different picture. Many find themselves as decision followers, executing tasks dictated by others and managing bloated backlogs with little clarity on what really drives value.

Instead of driving impact, product managers are often buried under feature requests, hoping that something works. The shift from decision-maker to backlog manager is one of the most significant problems facing the profession today.

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2. What is “Bullshit Management”?

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“Bullshit Management” is the act of spending time on low-value tasks that drain energy and distract from meaningful progress. The more you handle, the less value you create. It’s easy to get caught in this cycle when managing an overloaded backlog, sitting through unproductive meetings, or saying “yes” to every request that comes your way.

David didn’t shy away from sharing his own experiences of falling into these traps early in his career. From managing a 1,762-item backlog to focusing on team velocity over real outcomes, he highlighted how easy it is to confuse busyness with meaningful progress.

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3. Avoid the Three Common Traps

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David identified three specific traps that product managers frequently fall into:

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Trap 1: Overloaded Backlog

Managing a massive backlog makes it impossible to prioritize effectively. David advocated for Lean Backlog Management, where old, irrelevant items are cleared out and only what directly contributes to a singular goal is kept. Anything that doesn’t align with that goal? It goes straight to the trash.

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Trap 2: Calendar-Driven Framework

Many product managers find themselves drowning in meetings, leaving little time for meaningful work. The hybrid work environment, with virtual meetings, has only amplified this. David urged product managers to evaluate their calendars, cut unnecessary meetings, and focus on what matters. If a meeting doesn’t serve a clear purpose, it doesn’t belong on the calendar.

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Trap 3: Saying Yes Too Often

Saying “yes” to everything adds unnecessary responsibilities and dilutes focus. Learning to say “no” is key to staying aligned with the product’s strategy. David suggested that instead of outright rejecting ideas, product managers should ask questions that help stakeholders self-prioritize. If an idea doesn’t contribute to a core goal, it belongs in the trash, not the backlog.

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4. The Mindful Discovery Journey

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David’s solution to staying focused is what he calls the Mindful Discovery Journey. It begins with understanding the real drivers of value and testing assumptions early to avoid wasting time on bad ideas. Rather than diving all-in on one solution, product managers should take small, iterative steps to validate ideas.

The journey also requires a clear understanding of what matters most to both the customer and the business. Anything that doesn’t drive value should be cut. With fewer distractions, product managers can focus on making small bets that will lead to meaningful impact.

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5. Delivering Real Value

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David’s approach to delivery focuses on lean principles: build to learn first, then scale. Instead of stuffing a product with features, the goal is to remove distractions and solve the core problem efficiently. Measuring outcomes over outputs ensures that the team focuses on what really matters—delivering value, not just checking off tasks.

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6. Taking Control: Be the Driver, Not the Passenger

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David’s final message was a call to action: take control of your role as a product manager. Whether you’re in the ideal scenario of visionary leadership or stuck managing an endless backlog, it’s up to you to drive real value. Product managers can’t afford to be passive passengers, merely executing requests. Instead, they need to take responsibility, challenge the status quo, and focus on incremental improvements that lead to bigger results.

“Pain plus reflection equals progress,” he said. By taking a step back, reflecting on what needs to change, and acting with courage, product managers can escape the cycle of “bullshit management” and start delivering real, impactful value.

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Final Thoughts

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David’s talk at Just Product 2024 struck a chord with many product managers. His practical advice on lean backlog management, cutting unnecessary meetings, and saying “no” more often provides a clear path to avoiding distractions and staying focused on delivering value. With a mindful approach to discovery and a commitment to lean principles, product managers can reclaim their role as value drivers—not just backlog managers.

This version is polished and ready to be published, highlighting David’s actionable insights and strategies for eliminating “bullshit management” in product roles.

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