Two competitive Product Managers (PMs) can create a hostile environment that hinders progress. In high-stakes companies, PMs often have strong egos, which leads to unproductive negotiations. When working with another team, instead of confronting a combative PM directly, it’s more effective to involve Engineering Managers (EMs), Team Leads (TLs), or Designers in the negotiation process. This approach reduces friction and allows for a more collaborative outcome. Despite knowing this strategy can lead to better results, many PMs struggle to adopt it. The issue lies in their focus on personal ego rather than team success. Some PMs prioritize their status over genuine product outcomes, which can skew their motivations during negotiations. This tendency to prioritize self-interest creates a barrier to effective collaboration. Those who resist this truth often come up with elaborate excuses to justify their behavior. The article highlights that this phenomenon is particularly common among higher-level PMs, such as Group PMs and Directors, compared to individual contributor PMs.