Managing PMs is harder than managing engineers. You can’t measure them on a metric like successful lines of code.
It should be based on the success of their product.
But that’s hard to measure.
To be successful comes with a lot of failure.
I try to be encouraging. And to continuously push them out of their comfort zone.
PMs are highly motivated. Highly self driven. You don’t need to tell them what to do.
I ask questions to try to complement their skills. If they’re better at detail, I ask them questions about strategy. If better at strategy, I’ll ask about the detail.