From the dawn of civilization, our lives have been shaped by the dictates of rulers. Instead of gentle guidance and explanations for the ways of the world, these leaders crafted their own sets of rules and expectations. Society was molded by these decrees, with people expected to adhere to them or face consequences.
Over time, even as things have changed, we've been taught to want and see things in a specific way. For instance, we all went to some kind of school - homeschool, public, private, or boarding school. In these places, teachers were in charge and told us how to behave, with not much chance for us to question or talk about it. It's strange because schools and universities are meant to get us ready for the real world and success, but they don't really teach us how to influence others without being in charge.
When you become a product manager, you quickly realize that success hinges on your ability to influence others without having direct authority. This is crucial because in most cases, teams like engineers, data scientists, designers, marketers, and sales personnel don't report to you. Despite this, their cooperation and input are essential; without them, the entire product could flop.
As a product manager, among all the cross-functional teams you collaborate with, engineers are the most important. The key is to promote an environment where they, and everyone else, genuinely want to listen to you rather than feeling like they have to.
Here are some ways to effectively influence others without having authority...
- Ask a stakeholder to sit in on your next design review session to watch how the creative team reacts to a new feature they proposed.
Say This: I'd love for you to sit in on my next design review session to watch how the creative team reacts to those new icon concepts you proposed. I think seeing their genuine attraction to your vision will help you feel more confident backing some of those bold visual changes. - Ask an engineer to come to an upcoming user search.
Say This: I know you have a lot on your plate, but I was hoping you could attend the upcoming user research session and directly observe how participants interact with the checkout flow. Seeing where they get stuck or confused first-hand could spark some ideas on simplification. - Gently get designers to explore bolder options by seeking different test alternatives. For example, A/B testing.
Say This: I understand you feel the homepage layout is already optimized, but would you have time to A/B test just one alternative with strong social proof? Directly exposing users to two options can validate assumptions about what works best.
Using subtle persuasion is paramount for achieving the outcomes you desire. You don't need people to report to you to influence them; it's more about how you strategically approach the situation. True leadership is about inspiring people to follow you, not because of your title, but because they genuinely want to.
Let's Begin
Many underestimate the power of relationships. Some believe they can achieve their goals without forming the right connections. However, the reality is that people often go out of their way for friends, even if they don't fully agree with them. For instance, if you're on a tight deadline and forget to send out a crucial communication, but you're friends with the communications director, they're likely to prioritize your needs to ensure your success. It's important to recognize, though, that there's a difference between genuine relationships and those formed purely for personal gain. People can usually tell the difference, so it's important to be mindful of your intentions.
When I first started at one of my jobs I made a point to schedule individual meetings with each team member, either virtually or in-person, to learn about their experience and understand their roles. My goal was to genuinely get to know each person, as I truly cared about my peers and their success. Establishing these relationships from the start not only made my work more enjoyable, but also significantly enhanced my effectiveness as a product manager.
Despite my title, I felt like one of the most respected PMs because it was clear that I sincerely cared about my team. As a result, whenever I needed something, they were not only willing to help, but they also ensured it was done well.
Credibility is so important
Credibility as a product manager is the foundation of your legacy. Without trust people will be reluctant to work with or for you. Once lost, credibility is extremely difficult to regain. A lack of credibility means losing the opportunity for autonomy. It hinders your ability to work independently, lead a team effectively, or be the final decision-maker, as trust is essential in all these roles.
Credibility isn't built overnight (though it would be great if it was!). It takes time to establish your credibility, but you can definitely achieve it! Here are a few strategies to help you build credibility...
Apply context and reasoning to your decisions: People feel more confident in your decision-making process when they understand the logic and reasoning behind your choices.
Speak with conviction: Communicate your ideas confidently by making sure your words are backed by knowledge and belief in your message.
High Say/Do Ratio: Make sure that your actions align with your words. If you say you'll do something, follow through consistently.
Tasteful Assertion
This concept is quite challenging. People will always have opinions, and it's your responsibility to confidently present your own and make a well-informed decision about the right course of action (ideally through persuasive, non-authoritarian means). Often, you'll find yourself in the middle of differing viewpoints, and discussions can become prolonged. However, most issues can be resolved in half the time if you can skillfully and diplomatically assert your decision.
Here is an example: 'I believe we've all brought up strong points regarding the redesign, and it's great to see our shared passion and common goal. Based on our discussion, it seems best to keep focusing on the current design flow rather than making a pivot. Does everyone feel comfortable with continuing on this path?'
This approach is effective because it:
- Recognizes and respects everyone's perspective.
- Highlights our shared commitment and goals.
- Integrates diverse viewpoints into a unified response.
- Seeks consensus by asking for everyone's agreement.
Move Quickly
I believe we've all been our own obstacles at some point. Struggling with analysis paralysis is a common issue for me, and it's a normal thing to experience, especially for those who really care about their work and aim to succeed. Many dedicated and driven individuals face this challenge.
As a product manager, experiencing 'analysis paralysis' can be particularly challenging because taking too much time to decide can harm our credibility. In some instances, delaying a decision for too long can be more detrimental than making an incorrect one.
The reality is, we often desire more information than is available, and usually, we have to proceed with decisions based on incomplete data. This is just how things work, and with experience, you'll improve in making the 'right' decisions, which in turn builds your credibility. Mastering this skill is key to advancing into leadership positions and gaining greater autonomy in your work as all these aspects are interconnected.
Before finalizing your decisions consult with your boss first, prior to engaging other stakeholders. This will create alignment and pave the way for effective stakeholder communication.
During this discussion, focus on:
- Sharing the overall objective/goal and seeking clarification to confirm the decision that needs to be made.
- Identifying any trade-offs and conflicting objectives and goals that might arise.
- Prioritizing goals and objectives to establish which hold greater importance.
Let's Grow
Timing is everything: Knowing when to pitch your ideas
The success of an idea can hinge on timing. Even if you have a brilliant, long-term vision, it might not be received well if pitched at the wrong moment. Imagine your friend excitedly sharing amazing news after you've endured a terrible day. Would you truly be in the mood to celebrate their joy? Probably not.
Similarly, introducing a long-term goal during a high-pressure release week may not generate the enthusiasm you hope for. Everyone is already stressed and focused on meeting the immediate deadline. Your idea, although valuable, might not be given the proper attention or appreciation.
Instead, consider the context and choose a moment when your audience is receptive to new ideas and open to considering alternative perspectives. This could be during a brainstorming session, a dedicated planning meeting, or a period of relative calm after a major milestone.
By being mindful of timing, you can increase the chances of your ideas being heard, understood, and ultimately, implemented. Remember, even the best ideas need the right moment to flourish.
Establish an all-inclusive culture: Include your team from the start
From the very beginning, actively involve your team in the project. This includes stakeholders, design, engineers, sales, marketing, and anyone who can contribute valuable insights. By nature, humans are more invested in what they create. This underscores the importance of promoting ownership through inclusivity.
Here are some strategies to achieve this:
1. Pre-launch Kickoff Meetings: Organize engaging meetings to share your vision and direction, generating excitement and encouraging feedback and ideas.
2. Ideation Sessions: Leverage brainstorming sessions to tap into the diverse perspectives of your team and ignite collaborative innovation.
3. Foster a "We" Culture: Utilize inclusive language, emphasizing "we" instead of "I," to create a sense of shared ownership and responsibility.
4. Active Participation: Encourage team members to contribute throughout the project lifecycle, from conception to launch, encouraging a sense of accomplishment and belonging.
Implementing these approaches opens the door for collaboration, creativity, and lays the groundwork for achieving exceptional project outcomes.
Cross-Functional Trust
Effective PMs excel at team collaboration. This requires valuing their teams needs and avoiding dismissiveness. It's important to remember that company cultures can differ significantly. In environments where PMs might be perceived as exclusive or authoritarian, there's a valuable opportunity to help steer the culture towards one of inclusivity and cooperative problem-solving.
Product managers are the bridges between different departments. They need to learn each team's way of working and why they do things that way. Dedicated meetings and discussions with departmental leaders enable product managers to gain valuable insights into individual processes and build trust. Since each team has its own set of goals, it's beneficial to meet with the engineering, design, marketing, and sales teams to understand their objectives for the quarter and what is most important to them. I'd also ask how they've worked with product managers in the past and if there's anything they'd like to change.
To ensure everyone is updated and on the same page, it's necessary to share progress updates with all teams consistently. Additionally, attending, speaking and presenting at company-wide meetings such as an 'all-hands' is a good way to ensure clear communication throughout the company.
Stakeholder Management
Handling stakeholders and their expectations is a continuous learning process, involving a diverse mix of personalities, objectives, viewpoints, and experiences. Since stakeholders can sometimes impede progress, it's important to understand their needs and find common ground. As mentioned earlier in this article, softly influencing stakeholders is pivotal. This involves gaining a deep understanding of their perspectives, needs, and wants, and then creating a process that ensures they feel heard and comfortable.
First: Uncover stakeholder needs and desires
Seek to genuinely understand each stakeholder's motivations. Set aside time for in-depth discussions focused on what matters most to them and their department - be it success metrics, business outcomes, user needs, goals, or underlying values. Approach these conversations with patience and curiosity rather than assumptions. If you are having trouble understanding their motivations then ask yourself 'If I had their responsibilities, what parts of their view could I relate to? What parts couldn't I?
Second: Confirm and define decision-making roles and influencers
Establish who the decision-maker is. This will be the individual who has the authority to make final calls so you can avoid confusion and minimize delays. It also, helps to provide clarity for everyone involved allowing them to focus their efforts on providing relevant information and insights without the burden of taking ownership of critical decisions.
However, defining the decision-maker doesn't negate the importance of diverse perspectives. It's important to identify individuals who can provide 'blocking feedback,' meaning feedback that can halt the project's progress due to specific concerns or limitations. Usually, these are advisors to the decision maker.
The remaining team members should be recognized as advisors, contributing valuable insights and expertise without directly influencing final decisions. This balanced approach ensures all voices are heard while maintaining clear lines of authority and responsibility.
Recap
- Decision Maker
- Blockers
- Advisors
Third: Describe the process and communication plan
Stakeholders should be regularly informed about progress; leaving them in the dark can create problems. Ideally, they shouldn’t need to ask you for updates. Establish a communication plan where stakeholders know when to expect updates. For instance, in my previous role, I provided weekly updates to my leaders and the heads of other involved teams. Every Friday at noon, I sent out updates to my boss, his boss, and the leaders of engineering, design, marketing, legal, and communications. This practice was effective in communicating any changes and ensuring we all remained aligned and focused on the same objectives.
Fourth: Acknowledge Stakeholders Input
When stakeholders don't feel acknowledged or heard it creates for a tough partnership. Practice actively listening and demonstrate understanding. Reflect back their concerns and perspectives until they're confident you've grasped their full meaning. Simply hearing their words isn't enough. Always ask their thoughts and take notes and at the end of the meeting reiterate their main points so they know they are validated. This active listening loop helps stakeholders feel valued and establishes a foundation for productive collaboration.
Final Words 📖
Mastering the skill of influencing without authority is one of the most challenging aspects of being a product manager. This difficulty arises because it’s not a naturally ingrained skill; we aren’t typically raised to operate this way. It requires a range of soft skills, including psychological insight, effective communication, collaboration, and relationship building. This approach calls for creating an environment of unity rather than relying on hierarchy or a dictatorial style. It’s about supporting togetherness, not making abrupt, authoritative decisions.
Creating and nurturing relationships is a key element for success. When you've built a rapport with your team, they are more likely to assist and support your goals. Good relationships with your colleagues not only make it easier to establish credibility and trust, but they also create a foundation of mutual respect and cooperation.
Moreover, establishing an inclusive culture where everyone feels valued and integral to the team is key. Such an environment encourages collective progress and helps in achieving shared objectives. It’s about making each team member feel like an important part of something bigger which makes working together and achieving goals easier.
Next Steps 🚀
- How to Influence Without Authority
- 5 Ways to Build Credibility as a Product Manager
- How to Manage Product Stakeholders