Remember to demonstrate understanding and support for each side involved in your approach. Product managers are expected to advocate for their customers, but they are also expected to fully understand technology constraints and the value of investing in efforts such as addressing technical debt. Interviewers value candidates that have the ability to analyze these situations from a neutral point to identify the opportunities that will generate the most value.

"In situations where the needs of the business or my customers conflict with the needs of the engineering team responsible for product development conflict, I focus my energy on creating understanding between the two sides and analyzing the situation to find the most valuable option.

First, I make sure I understand the needs of the business properly. This includes understanding the value they expect to receive from the features they want to see developed as well as the cost of delay of not releasing them. It may also include performing competitive analysis or holding discussions to understand complex political landscapes that shape their view.

Next, I seek to gain a similar level of understanding of the needs of the engineering team. This may include discussing the pros and cons of various technology options, or the implications of not addressing bugs or other technical debt. It may also include discussing their need for training, or a slowdown to restore balance after an intensive development period.

Then, I work with both sides to help them understand each other. I find that leaders are typically great about setting their needs aside to listen with empathy and general concern for the needs of others. It usually becomes clear that there is an option to move forward that adds value to both sides. In the event this is not possible, I offer data-driven support for the options that align best with the business goals and the mission of the company and let senior leaders come to a decision."