Product and product managers separation anxiety

Imagine losing your job, not because you lack the necessary skills or talent, but because you couldn’t let go of a product you helped build. Companies like Snap have laid off product managers who were too attached to their legacy features, leaving them unable to pivot toward more strategic priorities (Moon, 2023; Hayward, 2024). This is the reality many product managers face when their emotional investment in specific features overrides the need for innovation and adaptability.

Product managers are naturally inclined to develop strong emotional bonds with the features they champion. After all, they dedicate countless hours to shaping, refining, and advocating for these features. These "babies" represent hard-fought victories, technical achievements, and milestones. However, when product managers become too emotionally invested, it can become difficult to let go, even when the product’s lifecycle demands it.

This attachment often leads to a tunnel vision effect, where broader market or strategic goals are overshadowed by the desire to maintain or defend the feature. The unfortunate result? Product managers risk becoming inflexible, hindering their ability to adapt to new market demands. As companies evolve, a failure to align with new priorities can have severe career consequences.

For example, during Snap's layoffs, 20 product managers were let go as the company sought to prioritize faster decision-making and focus on core priorities. Those too attached to outdated features or rigid processes became obstacles to progress (Moon, 2023). This highlights how attachment, while understandable, can blind even the most talented product managers to bigger opportunities.

Innovation requires continuous evolution, and product managers must be willing to pivot when necessary. Attachment to a specific feature can block the path to innovation. Snap's layoffs underline how being overly attached to legacy products can be seen as an inability to align with organizational goals. In times of economic uncertainty, companies scrutinize every role, and product managers resistant to change often find themselves on the chopping block (Moon, 2023).

Similarly, companies like Meta have realigned their strategies during economic downturns, shifting focus away from legacy features and projects that no longer align with broader market objectives. Product managers unable to adapt quickly or resist these shifts risk redundancy (Hayward, 2024). The lesson is clear: features must evolve, just like the market. If they don’t, they can drag the product—and its manager—down with them.

To avoid falling into the trap of feature attachment, product managers must embrace a mindset of continuous learning and adaptability. Features should be seen as dynamic parts of a product's evolution rather than permanent fixtures. By focusing on strategic objectives and evolving market needs, product managers can remain agile and forward-thinking.

Data-driven decision-making is critical in navigating these challenges. Regular analysis of feature performance and user feedback ensures decisions are based on objective outcomes rather than personal biases. Data can clearly indicate when a feature is underperforming or no longer relevant, making it easier to prioritize retirement or pivoting to something more innovative.

Cross-functional collaboration is another vital strategy. Working closely with engineering, design, and marketing teams provides product managers with diverse perspectives on feature viability. These teams often bring fresh insights that can help product managers avoid becoming too emotionally attached to any single aspect of the product. By maintaining open communication channels, product managers can ensure their focus remains on the product's overall value rather than individual feature success.

In addition to collaboration and data reliance, continuous upskilling is essential. Product managers should regularly explore new tools and methodologies, such as Agile frameworks or OKRs, to ensure they’re equipped to handle future challenges. This not only keeps them aligned with industry standards but also ensures they remain versatile in their roles.

Letting go of a feature is one of the most challenging aspects of product management. However, feature retirement is not a failure; it’s a necessary part of product evolution. By practising regular feature sunsetting, product managers create space for new innovations that better align with user needs and market trends.

Flexibility is essential for success in today’s dynamic market. Rather than viewing feature removal as a loss, product managers should see it as an opportunity to innovate and elevate the product’s value. Harvard Business Review highlights the importance of embracing organizational change as a key trait for leaders in today’s business landscape (Flipsnack Blog, 2024).

While letting go of legacy features is crucial, forward-looking product managers should focus on emerging opportunities with significant growth potential. Examples include:

By identifying and pursuing these opportunities, product managers can drive their products—and careers—forward.

Emotional attachment to features not only risks stifling innovation but also jeopardizes job security. Product managers who can’t pivot to align with changing business priorities may find themselves out of sync with organizational goals. In contrast, those who embrace change, focus on strategic objectives, and continuously seek to improve their skillsets are more likely to thrive.

Product management "separation anxiety" is a real threat to innovation and job security. Companies like Snap and Meta have shown that clinging to outdated features can make product managers vulnerable when business priorities shift (Moon, 2023; Hayward, 2024). By adopting a mindset of continuous learning, data-driven decision-making, and strategic flexibility, product managers can avoid these pitfalls and drive long-term product success. Embracing change, rather than fearing it, is the key to staying relevant in an increasingly competitive landscape.