Establish regular check-ins to ensure both teams are on the same page. This helps in understanding priorities and addressing concerns early. Clearly define shared objectives and metrics that matter to both teams. When everyone understands how their work contributes to overall goals, it fosters collaboration. Involve both product managers and engineers in the planning process. Jointly prioritizing tasks can help bridge any gaps in understanding and commitment. Create a system for continuous feedback. Recognize and celebrate successes as a team. This reinforces the idea that both roles are essential to achieving the end product. Encourage each side to appreciate the challenges the other faces.

1. Don't just assign work, speak about bigger picture for engineers to work, hold them accountable for the cause/end result, for them to feel valued & thus align for priorities. 2. Tell engineers, how their contribution is acting as driving lever for the success of the org. 3. Speak about how engineer's work & success will influence org's future, mission & industry. 4. Tailor & stitch each engineer's work, showcasing end product to motivate them for joint priorities. 3. Hold a Success-for-all, Failure-for-all attitude, ensure to celebrate & call out the success for the team with each member accountable for success or failure, many a times it is seen success hat is worn by all, however failure is forced on engineers, which brings clashes.

Having worn both the engineer's and product manager's hats. The key to alignment is all about bridging the gap. As a PM, I make it a point to truly understand the technical challenges my team faces. I'll sit down with the engineering lead, coffee in hand, and dive deep into the constraints and potential roadblocks. On the flip side, I involve key stakeholders in regular check-ins, focusing on the big picture while trusting our development team to manage their daily tasks. It's not about who's right – it's about finding a path forward together. By fostering mutual respect and leveraging each other's strengths, PMs and engineers can turn timeline discussions from a source of conflict into an opportunity for collaboration.

My approach is to bring both teams together for a feature prioritization session, where we use frameworks like RICE or MoSCoW to objectively assess the impact of each feature. This way, we align on what truly matters, making timelines more achievable.

Aligning priorities between PMs and engineers is crucial. I'd start by facilitating open communication - regular sync-ups where both sides can voice concerns. We'd collaboratively break down projects into smaller, achievable milestones. I'd work with engineering leads to understand technical constraints and incorporate buffer time. As PMs, I'd emphasize the importance of clear, prioritized requirements and being flexible on non-critical features. As a new PM in a new company, I have heard this as single most important thing engineers expect from PMs - clear, specific yet detailed epics/requirements. The key is fostering mutual understanding and finding a balance between business goals and technical feasibility.