Performance Review Phrases

"Consistently connects product decisions to broader company strategy, helping the team understand how their work contributes to organizational goals."

"Demonstrates exceptional ability to synthesize customer research, market data, and business constraints into coherent product strategy."

"Proactively identifies strategic opportunities and threats, often bringing insights to leadership before they become urgent."

"Has developed and communicated a compelling product vision that has rallied the team and influenced resource allocation."

"Articulates a clear product strategy that balances customer needs with business objectives."

"Makes prioritization decisions that align with stated strategic goals and can explain the rationale when asked."

"Stays informed about market trends and competitive landscape, incorporating insights into planning."

"Communicates strategy effectively to immediate team and direct stakeholders."

"Would benefit from connecting daily decisions more explicitly to strategic goals; team sometimes unclear on how their work fits the bigger picture."

"Tends to focus on feature delivery without sufficient consideration of strategic fit; recommend allocating time for strategic thinking."

"Strategy communication is sometimes inconsistent across stakeholders; developing a regular cadence for strategy updates would help."

"Could strengthen strategic rationale in prioritization decisions; currently some choices feel reactive rather than proactive."

How do I evaluate product strategy skills fairly?

Focus on observable behaviors: Does the PM articulate strategy clearly? Do their prioritization decisions align with stated goals? Can they explain the "why" behind choices? Strategy is abstract, but these behaviors are concrete.

What if the PM is strong tactically but weak strategically?

This is common, especially for newer PMs. Acknowledge tactical strength while being clear about strategic growth areas. Many PMs need explicit coaching on strategic thinking—it's a skill that develops over time.

How much strategy should I expect from different PM levels?

Associate PMs: understand and execute against strategy. PMs: contribute to strategy, own domain-level vision. Senior/Principal: drive strategy, influence organizational direction. Calibrate expectations accordingly.