To-do lists and issue trackers are everywhere in product management. They’re supposed to help you stay organized, keep projects moving, and ensure nothing slips through the cracks. But here’s the thing—these tools might be doing more harm than good, not just to your product, but to your team as well.

The myth of productivity

It’s easy to think that breaking projects down into small, specific tasks is the smart way to handle complexity. But when your work is reduced to a string of isolated to-dos, you lose sight of the big picture. The strategic goals that should be guiding your product get lost in the noise. And more importantly, your team’s creativity and drive start to take a hit.

When your team is stuck on checking off tasks, they’re not engaging with the work in a meaningful way—they’re just going through the motions. People do their best work when they feel like what they’re doing matters. But when their jobs are reduced to working through a never-ending list of tasks, that sense of purpose disappears. They’re no longer thinking about the impact of their work—they’re just trying to get to the end of the list.

The downside of issue trackers

Issue trackers and to-do lists often become a crutch in product management. They give you the illusion that you’re making progress, but they can actually kill innovation and collaboration. When you start assigning deadlines and responsibilities to a bunch of fragmented tasks, you’re not giving your team the freedom to think—you’re micromanaging them. And that leads to burnout, not to mention a serious lack of the deep thinking that’s essential for building great products.

When your team is always focused on the next task, they’re less likely to take initiative or think critically. They’re in a constant state of “busy,” but they’re not necessarily being productive. That’s a huge missed opportunity for your product and your team’s growth.

A better way to work

So, how do you break free from the trap of task management and actually empower your team? It starts by shifting your focus from tasks to strategy. Instead of getting buried in to-dos, create a product vision document that lays out your goals, the problems you’re solving, and the impact you want to make. This document should be your team’s guiding light, helping them see the bigger picture and the purpose behind their work.

With this strategic vision in place, give your team the space to think beyond their task lists. Let them explore new ideas and approaches, and spend time on work that really matters. Use your calendar to block out significant chunks of time for deep, focused work—time when your team can engage with the big picture and think creatively about how to achieve your product’s goals. And if you’re concerned that your team might struggle with what to work on or take too long, try borrowing an idea from Basecamp's Shape Up. Set a fixed cycle time—lock in the end date—but give the team the flexibility and autonomy to adjust the scope as needed to meet the goals within that timeframe.

Redefining success

When you manage your product with a focus on strategy and purpose, you also change what it means to be “done.” A to-do list might give you a quick sense of accomplishment, but it doesn’t mean your team is making real progress. By starting with a clear vision and working toward strategic outcomes, you’ll have a much better idea of what success looks like—and so will your team.

People do their best work when they feel their efforts are meaningful. By moving away from task management and toward a more strategic, purpose-driven approach, you’re not just building a better product—you’re building a better, more motivated team.

The bottom line

To-do lists and issue trackers can seem like necessary tools, but they often steer you and your team away from what really matters—building a product that delivers real value and creating an environment where people can thrive. Instead of getting caught up in the small stuff, focus on the bigger picture. Use strategic documents to guide your work, and make sure your time—and your team’s time—is aligned with your product’s goals. When you do, you’ll not only create better products but also lead a more engaged, purpose-driven team.