Evangelizing Product Management to Stakeholders – 4 Tips

In my career, I have attended a mind-boggling number of meetings where my stakeholders are absolutely clueless about the role of a product manager in India. And these stakeholders have been from engineering, sales, field marketing, program management and many other teams. So a lot of time in these meetings is then spent on explaining what a PM does and why that is useful to their team/their own goals.

[Hint: most of these guys are superbly competent in their own field, but have a very narrow view of the business, product portfolio]

 Here’s my approach towards enlightening the clueless stakeholder verbally. [Sending out introductory emails can be a blog post in itself.]

1) Identify the type of stakeholder

Without stereotyping too much, an engineering manager would have a very different personality and skill set from an account manager. So we need to identify what facet of a PM’s role he would be interested in. For e.g., if an engineering manager wants the product roadmap, he is probably looking for details on proposed features, that his team needs to prepare for. However, if an account manager wants to know about the roadmap from the PM, it is likely that he is looking for a competitive edge while positioning the product to his account. So you should focus on only that aspect of the roadmap

2) Prepare for the geographical/market context

If you are part of a new setup in India, then you may only need to mention this fact, and that you will be carrying on all existing activities and initiatives. For most stakeholders, this is enough. If you are working with remote stakeholders then be ready to do a lot of follow-up over emails and IM and meetings. I have found that those stakeholders are the hardest to influence.

3) Sell the role

If you meet a sceptic, then the best option is to offer examples and success stories about the benefit of having a product manager in their midst. The challenge here is that you might need to make space to accommodate your role, which means reducing the role of someone else. That someone else is unlikely to ever become your champion, so you need to keep a close eye on such stakeholders.

4) Sell the personality/capability

End of the day, a PM is expected to lead the virtual, cross-functional team towards successful software and hardware releases. If you have something distinct that you can share, which might help them relate to you, then you must do so. I remember a time when I was asked why I’m the right fit for the role in the first meeting. In response, I listed down multiple planned improvements for the product, and the high level PRD. This gave that team the comfort that I am capable of doing the work. Sometimes, that is all you need.

 For some people, negotiation or public speaking classes can help them increase their communication effectiveness. If these courses are available to you, do check them out.


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