Stakeholder Administration for Product Managers

Greater than 20 years in the past, tech entrepreneur and enterprise capitalist Ben Horowitz wrote {that a} good product supervisor is the CEO of the product. Many product managers disagree with this analogy, however it has some fact.

Senior product managers typically type sturdy relationships with the C-suite as they navigate transitional states, undefined targets, and competing stakeholders. A product supervisor’s knack for readability is pivotal in instances of change when CEOs are extra susceptible. In these moments, strain from boards and pushback from workers can thwart strategic transformation, risking income and careers. By contracting a generalist product supervisor to handle relationships with stakeholders, CEOs can acquire operational insights and buy-in for merchandise and initiatives in any respect ranges of a company.

Reasons board members removed CEOs; 31% cited mismanaging change.
In a seminal 2015 survey of 1,087 board members, 31% reported ousting a CEO as a consequence of poor change administration. Mismanaging change stays a significant vulnerability for CEOs.

Why Product Managers Make Nice Deputies

Everybody likes a product supervisor. Or, at the very least, nobody is threatened by them. That’s as a result of product managers haven’t any authority exterior of the product staff. Their purpose is to make sure the product roadmap solves compelling issues and addresses consumer priorities. To do this, they need to examine the ins and outs of every enterprise unit, constructing rapport alongside the best way.

Consequently, stakeholders really feel secure answering questions that might expose vulnerabilities or trigger misunderstandings. For example, one in all my purchasers, a for-profit college group, was acquired in a leveraged buyout, and the brand new board ordered workers to digitize decades-old processes. However the board’s steerage was imprecise and didn’t make sense in each situation, main some stakeholders to disregard directives or quietly improvise their very own workflows. Had this been found, management would have penalized these stakeholders for going off-script. However their habits was a practical response to systemic issues they’d no authority to eradicate. I documented these top-down issues, not the stakeholder workarounds, as severe ache factors we would have liked to resolve.

A product supervisor makes use of cultural info to map the corporate’s de facto processes, then shares problem-solving suggestions with the C-suite. Right here’s how they go about it.

How Product Managers Method Key Stakeholders

An skilled product supervisor will construct rapport with stakeholders to determine issues at the beginning of a venture, negotiate options to these issues, and be certain that the options are viable. This course of requires a sequence of steps that leverage the product supervisor’s comfortable expertise and a broad array of arduous expertise.


In the beginning of a venture, the product supervisor will maintain one-on-one conferences to permit stakeholders to talk freely about their ache factors with out the danger of retaliation. If there isn’t time to satisfy with each stakeholder, the product supervisor will goal a subset with essentially the most affect. These stakeholders are sometimes long-tenured managers or contributors who perceive the group’s structural points and function mentors to their colleagues.

Subsequent, the product supervisor will divide groups into small dialogue teams to learn the way they perform. Retaining these conferences small ensures that people really feel comfy airing grievances, ideas, or anxieties. By the top of the listening part, the product supervisor can have captured vital particulars about every stakeholder’s workflow and constraints.


The product supervisor will then use a software like Miro or diagrams.internet to map relational workflows, information buildings, and organizational dependencies to launch additional dialogue with stakeholders. This map introduces management to on-the-ground realities and exhibits staff that different colleagues share their roadblocks and targets. The map additionally facilitates the roadmapping course of afterward, serving to to determine identified and unknown dangers to the group, from counterproductive workflows to looming disruptions that might have an effect on wholesome enterprise models.

At this level, some contract product managers will ship a tidy abstract and a few handsome slides earlier than signing off for good. This isn’t who you wish to rent. An excellent generalist product supervisor will stick round to collaborate on stakeholder-led options that work and hand off day-to-day troubleshooting to an in-house product supervisor as soon as the venture is operating easily.


After drawing the map, the product supervisor will begin problem-solving, beginning with every stakeholder’s most simple ache factors. This train ought to yield quick advantages for the group at massive. Nonetheless, do not forget that the product supervisor shouldn’t get too embedded inside a specific enterprise perform, or they danger turning into a part of the dysfunction they’re attempting to resolve.

As a substitute, the product supervisor ought to set up bigger, cross-functional tasks and implement information-sharing processes to preempt siloing and friction. The product supervisor might choose representatives from every related enterprise unit (typically proficient however underutilized staff members) to collaborate on the venture.

Suppose gross sales and advertising want higher alignment. On this case, the product supervisor would possibly maintain a weekly working group with one marketer and one gross sales consultant to arrange their groups’ targets and processes and consider new buyer relationship administration (CRM) methods. These representatives would then report their findings to their respective groups.


Mediating amongst stakeholders is essentially the most delicate however rewarding stage for product managers. Strategies might fluctuate, however my strategy to mediation is straightforward:

  1. Manage a gathering and embody all stakeholders who will use or be affected by the product. The invite checklist ought to embody the features that different stakeholders are inclined to overlook when planning main adjustments. These features fluctuate between organizations however typically embody customer support, human sources, or finance. Extending invites to as many stakeholders as doable ensures that nobody derails the product out of self-interest, or fails to undertake the answer in favor of again channels.

  2. Based mostly on the assembly notes, draw a tough map of the features’ overlapping and competing pursuits and priorities to seek out factors of commonality and battle.

  3. Foyer every staff by figuring out the way it will profit from an initiative. If a staff sees no upside to tasks that inconvenience it, it should choose out or resist. Say the CRM working group decides the engineers should replace the present platform to include new lead era instruments for the gross sales staff. The ensuing disruption might final for months and closely impression advertising’s efficiency. To get advertising’s buy-in, the product supervisor should clarify the long-term benefits to the advertising staff, similar to improved automation options.

  4. Reconvene the stakeholders and supply one or two inventive options to the principle proposal in case it fails to realize consensus. If stakeholders can’t agree on an answer, the product supervisor ought to choose one and clarify why it’s the most suitable choice.

  5. Repeat conferences with particular person stakeholders to solicit suggestions and clarify the plan’s impression on them and their groups. The aim is to have blunt discussions that the product supervisor can use to craft a compromise.

  6. Define an motion plan and guarantee stakeholders perceive that their ideas and time are important and can generate worth for the group.

On the finish of this course of, stakeholders will view the product supervisor as a pleasant mediator and begin involving them in common info exchanges. Product managers capable of work throughout features and with many stakeholders might help eradicate inefficiencies and silos all through the corporate.

A chart lists a product manager’s top five skills.
Product managers are expert multitaskers. One generalist product supervisor can cut back many operational silos.

How CEOs Get Misplaced within the Company Fog

The “fog of warfare” is a time period derived from the treatise On Battle by Prussian navy strategist Carl von Clausewitz. It refers back to the necessity of constructing operational selections with incomplete info. This fog additionally develops in altering organizations, similar to early-stage startups or extra established firms within the throes of a scale-up or digital transformation. Activist boards demand fast outcomes, whereas anxious workers resist change, struggle over sources, or withhold info from management and each other. In the meantime, new useful overlaps and unexpected dependencies add complexity, deepening the chaos.

Within the case of the college group consumer I discussed earlier, educators, directors, and employees have been gradual to implement new processes as a result of the processes have been complicated or ill-suited for a selected context. When the board’s new imaginative and prescient did not manifest shortly, it fired the CEO. By the point I arrived, the board had changed the whole C-suite twice in a single yr, to little impact.

Executives are sometimes too busy managing direct studies and board expectations to watch operational trivialities. When efficiency lags, they could exert broad strain, worsening fissures and dysfunction throughout the firm. An skilled product supervisor can break this vicious cycle by exploring all ranges of the group, gathering info, and organizing initiatives.

Product Managers Are Allies, Not Rivals

After the CEO, the senior product supervisor has essentially the most important transverse function inside an organization, establishing webs of relationships and influencing tradition and strategic course. This affect can appear threatening to CEOs, notably if the product supervisor strays out of their lane. For instance, an overenthusiastic product supervisor would possibly counsel altering the firm’s technique or suggest initiatives exterior the scope of their task. The stress of heading off a rogue product supervisor can lead CEOs to micromanage, slowing decision-making and lowering autonomy all through the group.

CEOs and different C-suiters ought to do not forget that it’s unlikely a wayward product supervisor has ulterior motives. Whereas the job does have some comfortable ability overlap with the CEO and even the COO, it lacks most of the calls for of these roles. Product managers don’t take care of buyers or the press like a CEO, or payroll and hiring like a COO, and that’s a part of the function’s attraction. However, finally, belief will rely on the distinctive relationship between the CEO and product supervisor, notably in smaller firms. Abilities and expertise are essential when evaluating a product supervisor, however belief will make the distinction between a counterproductive energy battle and a transformative collaboration.

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