Unlike dev managers, TPM managers are not directly involved in the projects their reports are overseeing. They are not in the same meetings, they are not solving the same problems. TPM Managers have a wide portfolio of projects they manage and it is infeasible to attend every meeting related to every project. In some companies, TPM managers also have to run their own projects, and they are different from the projects their reports are managing. Dev Managers on the other hand are responsible for projects their teams are managing. They have to provide updates, explain delays and go over the technicalities to senior management. So, they have complete tabs on how their reports are performing.

Given this structure, TPM managers can find it difficult to provide guidance and help to their reports. They have to overly rely on the stakeholders to know how the TPMs are performing. But here are things that they can do to establish a strong managerial position:

• Problem statement and strategic vision: TPM managers must equip their reports with a deep understanding of the problem space. Ideally it should be a space that they have previously PM’ed. It should be a business portfolio that they manage — within which there are programs that they let their reports manage. Manager owe their reports strategic directives, for e.g. specifics around what needs to be done, the metrics that need to be monitored, the company’s long term plan with that component. Managers should regularly connect with the business sponsors to get their perspective on the short terms and long term plans related to the portfolio and how a TPM can make that happen.
• Org rundown and stakeholder profile: TPM managers should walk their reports through the org chart, specifically relating to the team that the report will be handling. Who are the stakeholders, what is their role, approach to dealing with them — are all details that TPM managers should furnish their reports. It is also important to identify any difficult stakeholders that the report may have to deal with and what are some ways to deal with the situation.
• Put in a good word with the stakeholders: TPM managers should hold regular check-ins with key stakeholders to assess how the project is progressing and keep tabs on the team sentiments. If TPM managers are integrating a new TPM into the company, it becomes crucial that they use their influence with these stakeholders, put in a vote of confidence, speak highly of the new recruit and assure the stakeholders that their project is in good hands. This goes a long way in making it easier for the report to integrate in the new org.
• Make the 1–1s about guiding the TPM, rather than collecting project updates: At all times, TPM managers need to be aware of all the cross functional areas their reports are managing. They should be aware of how it plugs into the overall puzzle and the current state. 1–1s should be a give and take exercise. For each cross functional area that the report is managing, discuss roadblocks and ways to unblock. Discuss potential risks uncovered and what mitigation plans were put in place.
• Mentoring with a positive attitude: TPM performance evaluation is largely based on the outlook of the stakeholders. With one negative feedback, it is very easy to slip into a ‘glass half empty’ mentality. Managers can get fixated on the negatives rather than focusing on the positives. As a manager, your goal should be to help the change the negatives into positives and establish your TPM in the org and set them up for success. TPMs operate in a precarious position where on one hand they are responsible to ask tough questions to project delivery team and keep them honest, on the other hand, these are the same people who are on their year end review team. Managers must not take the opinions of the stakeholders at face value. Instead, they should investigate thoroughly and get a complete lay of the land, before forming opinions.
• Draft a winner TPM profile and help your report reach that level: TPM managers should have clarity on the qualities, roles, responsibilities of the TPM role. More specifically, they need to know the what aspects does the TPM need to work on to reach that level. Having this understanding, will enable the manager to effectively guide the TPM towards that goal.