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A lot of what product managers do is have hard conversations. Saying ‘no’ to new scope, informing stakeholders that we need to delay a release, or that we have a fire drill with the product - some of these are regular occurrences in our roles.
This part of our job is challenging, but how we handle it can be an art form in itself.
Fun fact - at one of my first product jobs, I got so good at pushing back on the very innovative and constantly ideating CEO, that the other Product Managers started asking me to help them with this ;)
Finding ways to improve these crucial conversations was a critical skill I worked hard to develop early in my career, so I’m sharing a couple of tips.
Find a way to succinctly explain the reasoning for your answer, and quickly follow with some good news. It’ll soften the blow and demonstrate more holistic thinking.
Acknowledge why something might be tough to hear. Focus on why the direction you’re going makes sense, and how it may benefit them even though their request can't be done right now. And when all else fails, just listen.
Instead of focusing on what we can't do, focus on what you CAN do. ‘If we added that project right now, we wouldn’t be able to deliver X, Y, and Z. Let’s add the idea to the backlog for now, so we can ensure we deliver X, Y, and Z which I know are important to you and your team.’
Dates get pushed, scope gets cut, and bugs get missed. Acknowledge those things quickly, outline a clear plan, and actively work to review & learn from the less-than-ideal moments. These things can reduce friction and regain trust.
Don’t make things up or talk in circles. Acknowledge that there isn’t yet a great solution but that you’re doing all you can to find one. That is always better than dishonesty.
Tough conversations will likely always be a part of product management. How you approach them, frame them, and position them makes all the difference. Relate to your audience, show up with empathy, always be honest, and stay solutions-oriented.
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