Product management is already hard enough without the extra challenge of navigating the wild kingdom of corporate personalities. We’ve all worked with them-the ones who disrupt, distract, or just flat-out make things more difficult. Inspired by Productboard’s “dangerous animals” framework, here’s my take on the creatures you’ll find lurking in your product org and how to handle them.
1. The HIPPO (Highest Paid Person’s Opinion)
The HIPPO loves to make decisions based on instinct rather than data. Founders, CEOs, and other high-ranking execs often play this role, steering product decisions with gut feelings instead of evidence. The challenge? They’re powerful, and people hesitate to push back.
How to handle: Bring everything back to the vision and objectives. If a HIPPO starts veering off course, anchor the conversation in user research, data, and measurable goals.
2. The WOLF (Working on Latest Fire)
WOLVES have short attention spans and constantly chase the latest crisis. One moment they’re focused on growth metrics, the next they’re demanding a UI overhaul. This behavior disrupts teams and derails long-term priorities.
How to handle: Implement a structured intake process for requests and maintain a strong prioritization framework. When a WOLF wants to shift focus, point them to the backlog and require data-driven justifications.
3. The RHINO (Really Here in Name Only)
RHINOS are present, but they don’t contribute much. They show up to meetings, nod along, and collect a paycheck without adding real value. While they don’t actively sabotage progress, they also don’t help drive things forward.
How to handle: Set clear expectations and accountability measures. Ensure there are defined roles and that every team member understands how their contributions impact the product’s success.
4. The ZEBRA (Zero Evidence But Really Arrogant)
ZEBRAS believe they have all the answers, but their opinions are rooted in instinct rather than actual data. They make bold claims but fail to back them up with facts.
How to handle: Counter opinions with quick experiments. A/B testing, user feedback, and data-driven decision-making are the best weapons against a ZEBRA’s overconfidence.
Taming the Product Jungle
If you’ve spent any time in product management, you’ve definitely encountered these animals. While they can be frustrating, they don’t have to be destructive. The key is to guide decisions with evidence, enforce structure, and create a culture where strategic thinking outweighs gut instinct.
Which of these animals have you encountered? Or better yet, which one are you? Drop a comment and let’s talk!
