LEADERSHIP & INFLUENCE
People Leadership & Talent Development
Whether you can hire, coach, and manage the performance of product talent, including handling underperformance directly rather than avoiding it.
← All 16 dimensions in the competency frameworkWhat strong evidence looks like
- A specific coaching moment or hard performance conversation tied to a real gap
- What changed for that person, or what the outcome of the conversation was
What weak evidence looks like
- General statements about caring about the team’s growth with no specific person or gap named
- Avoids describing an actual hard conversation or performance decision
A real follow-up question
“Tell me about the last time you had to tell someone directly that their work wasn't good enough. What did you say?”
Questions like this follow directly from what you just said, not from a fixed script -- they exist to find out whether an answer holds up, not to check a box.
Browse by career level
The evidence standard for People Leadership & Talent Development shifts with scope. Select a level to see what strong evidence looks like, what changes from the level below, and a real interview probe.
People Leadership & Talent Development at the PM levelA single feature, component, or defined product area within one team.People Leadership & Talent Development at the Senior PM levelA defined product area with real ownership of roadmap and metric accountability.People Leadership & Talent Development at the Principal PM levelCross-team or full product line scope. Often defining the boundaries rather than operating inside them.People Leadership & Talent Development at the Director levelA product area spanning multiple teams, often with PMs reporting directly.People Leadership & Talent Development at the Senior Director levelA large product portfolio or multiple product areas, often with directors reporting.People Leadership & Talent Development at the VP levelA full product line, major business unit, or portfolio with P&L accountability.People Leadership & Talent Development at the CPO levelCompany-wide product vision and strategy, as a member of the executive team.
Related dimensions in Leadership & Influence
See where you actually stand on this
A self-assessment only goes so far. The adaptive interview tests exactly this kind of evidence, in your own words, with follow-up questions built to find out whether it holds up.