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Also known as “tough love” or “radical candor,” honest, constructive feedback is the main source of value you provide as manager. Feedback should be frequent and as timely as possible (at the first opportunity to discuss privately). Remember to praise publicly but criticize privately.

Many managers mistakenly believe that the only time they should collect and deliver feedback is at an annual performance review, but in truth there are opportunities every day to collect feedback, both directly and indirectly. There is usually no shortage of meetings with the opportunity to observe the product person's interactions directly.

Moreover, as the manager, you should always be seeking constructive feedback on the person—asking the other members of the product team about their interactions and asking senior executives, stakeholders, and business owners about their impressions and suggestions.

After a while, giving constructive feedback moves from awkward to second nature. But until then, force yourself to come up with some helpful constructive feedback every week.