Product Thinking Podcast: Episode 254
Pushing Back on Unsustainable Workloads
Host: Melissa Perri
Date: October 29, 2025
Episode Overview
In this "Dear Melissa" episode, host Melissa Perri addresses a listener question from a senior IC Product Manager overwhelmed by leading five engineering teams—a workload usually split among multiple PMs. Melissa explores why such an assignment is unsustainable, how to communicate workload limits to leadership, and practical strategies to get support or re-balance responsibilities. The episode centers on advocating for healthy product management systems, prioritization tactics, and taking action when pushed beyond sustainable capacity.
Key Discussion Points & Insights
1. Recognizing Unsustainable Workloads
- Listener Question (02:25):
A senior IC PM (titled Director) supports five engineering teams (37 engineers, all infra/platform). Other orgs would assign 4–5 PMs to the same scope. - The PM feels “a mile wide and half an inch deep,” missing details and making mistakes because the workload is unmanageable.
- Concern: Leadership might attribute mistakes to personal shortcomings rather than systemic overload.
2. The Project Management Triangle: You Can Only Choose Two
- Melissa’s Framework (06:35):
“You can have scope, you can have quality, and you can have things fast ... But you can pick two, not all three at the same time.”
- In this scenario: Quality is slipping due to impossible breadth and pace.
3. How to Communicate Capacity and Push Back
- Show What’s Achievable (08:05):
- Don’t just say “I’m overwhelmed”—demonstrate it.
- Map what initiatives can be delivered with current capacity versus what must fall below the line.
- Use clear, outcome-oriented alignment with stakeholders:
“Hey, based on the capacity that we currently have, I can handle this. All of this other stuff cannot happen.” (09:20)
- Propose Options (10:10):
- If they want more delivered, suggest additional PMs or resources.
- Lay out the opportunity cost: What won’t get done if no support is added?
- Offer structured options:
- With 1 more PM: X & Y get done.
- With 2 PMs: Even more is possible.
- Tradeoffs: “By bringing on a product manager, it’s not cost neutral … but what’s the opportunity cost?”
4. Consider Your Role Preferences
- Are You Acting as a Leader or IC? (13:30):
- If you don’t want to people-manage, propose bringing in a Director above or beside you.
- Be explicit about how you want to work (deep IC or leadership).
5. What if Leadership Refuses to Acknowledge Overload?
- Assess Alternative Solutions (15:12):
- Process improvements: Can anything be automated or delegated?
- Team enablement: Can dev leads own more prioritization or scoping?
“Let’s create a system within ourselves where I can help put some of this work onto you and you can help prioritize ...” (16:30)
- Are there better frameworks/tools to streamline work?
- Evaluate Team Strengths:
- Identify dev leads able to step up; empower them with clear scopes.
6. When the System Can’t Change—Make a Personal Call
- Should You Stay or Go? (18:45):
- Is the problem fixable via process/people changes?
- If not, decide whether to walk away.
7. Root Cause Analysis
- Diagnose the Real Issue (20:05):
- Is it (a) a people problem, (b) a process problem, or (c) a system problem?
- Who is your product peer group? Your leader? Seek their support.
- If leadership is disengaged, bring them clear options and force the prioritization issue.
8. The System-First Mindset
- Key Takeaway:
“The system is not set up for you to thrive. Now we have to think about the systems and we have to show how this system prevents them from getting their goal. That’s the only way you’re going to change management’s mind.” (22:00)
- Help leadership see that changing the system is in their best interest.
Notable Quotes & Memorable Moments
-
On Unsustainable Work:
“You have a very wide mandate in front of you ... this is not sustainable. You’re correct. I have not seen this work really well. And it’s time to make a change.”
— Melissa Perri, (05:20) -
On Prioritization Conversations:
“You’re not going to ask them to prioritize the work for you. You’re going to ask them to prioritize dimensions about what’s important.”
— Melissa Perri, (09:00) -
On Systems and Opportunity Cost:
“By bringing on a product manager, it’s not going to be cost neutral ... But what’s the opportunity cost? Is it that the infrastructure is unscalable to actually meet the demands of the customer? That’s an opportunity cost, right? Where does it break?”
— Melissa Perri, (11:20) -
On Team Enablement:
“I’ve worked with so many great development leads who really like doing that work too. So sift through yours and see are they going to be able to step up to this?”
— Melissa Perri, (17:20) -
On Taking Control of the Situation:
“If your company doesn’t want to bring on more people ... you have to decide, is it something that I want to take on and fix it through either processes or programs, or is this something that I want to walk away from?”
— Melissa Perri, (18:45)
Timestamps for Key Segments
- Listener Question Read: (02:25–05:10)
- Project Management Triangle and the “pick two” rule: (06:35–07:20)
- How to Document and Demonstrate Limits: (08:05–10:45)
- Proposing Resource Options: (10:10–12:15)
- Clarifying Role Preferences: (13:30–14:45)
- Alternative (Process/Team) Solutions: (15:12–17:55)
- Decision Point—Stay or Walk Away?: (18:45–20:00)
- Root Cause & Systemic Framing: (20:05–22:30)
- Final Advice & Takeaways: (22:30–23:30)
Final Thoughts
Melissa Perri urges product professionals to step back and change organizational systems—not just push through unsustainable circumstances. She encourages listeners to force open prioritization, quantify opportunity costs, and build a compelling case for support or change. When all else fails, she reminds PMs to assess if the environment is one in which they can thrive.
For more Q&A or to submit your own question, visit dearMelissa.com.