Among the most common issues that Product Managers face — particularly those in smaller companies or in companies where Product Management as a discipline is a new thing — is the seemingly random collection of features, functionality, plans, “strategies”, market segments, and really everything that surrounds the role. Part and parcel of being a good Product Manager is identifying these situations and attempting to get a diverse set of stakeholders focused on a single goal — for at least a brief time. It’s literally impossible to deliver a good, solid product when everyone and their brother has the ability to derail or randomize the direction that product should take.
The best tool that we have to combat this is simple – question everything. Ask for specifics, ask for data, ask for testing results — and be willing and able to come up with your own answers when others ask for yours in return. While it certainly won’t make you the most popular person in the company, Product Management is not a popularity contest — it’s a role whose job is to deliver the best and most compelling solutions to market problems that your customers will be willing to pay for.