How to say NO as a B2B product manager without making enemies?

Why saying NO is one of the core PM skills?

In my experience with B2B product management, it's often comparable to a zero-sum game. I find myself working with limited resources to build the dream product, and whenever there's a push to include something like X in the roadmap, it inevitably means sacrificing Y - which happens every week, let’s be honest (ie scope creep)

In my role, I've come to realize that successful product management is a constant process of making optimal decisions within ever-changing constraints.

This often means that I need to make the tough call of saying "no." It's not always easy, as it involves turning down various ideas and even urgent requests from both inside the company and our external (big) customers. But I've learned that by doing so, I can ensure that our product stays aligned with its overarching goals and provides the best possible value to our users. It's a fine balance of weighing options, managing expectations, and prioritizing effectively to achieve the desired outcomes.

I've found that by mastering a handful of methods to gracefully decline such appeals, there's a chance that those you're addressing will not only comprehend your standpoint but might also rally behind your choice.

What’s in there?

1. Say NO to big customers

2. Say NO to leadership

3. NO is not Forever

4. Expose your decision matrix

1- How to say NO to key customers

I've learned that effectively communicating with stakeholders about feature requests requires a combination of active listening, empathy, and the art of crafting thoughtful responses.

How to execute

• 💡 Acknowledge requests empathetically to make stakeholders feel heard and understood.

• 🤝 Ask the 5 WHYs to understand the realpain points.

• 📝 Choose response framing carefully to maintain positivity and avoid dismissive language.

• 🛠️ Provide alternatives (you may already have in your roadmap)

• Or explain reasons if the requested feature can't be implemented immediately and ideally mention a higher priority feature the same stakeholder asked for months ago.

2- How to say NO to executives and leadership

When asked for requests that don't align with our company goal, especially ones that cater to only your boss or top executives who think they are Steve Jobs (yes that happens more often than you think 🫢 ), I've learned to explain why these additions might not be immediate priorities for the roadmap. Instead, I emphasize the importance of driving our resources to meet the strategic company objective of say…attracting new users.

Having a solid grasp of the data is crucial. I make sure to have user feedback, usage reports and sales data readily accessible. This helps me demonstrate why certain requests may not carry the urgency or impact that stakeholders believe. For instance, if an executive urges a quick fix for a minor feature used by less than 1% of our users, presenting this data helps clarify the rationale for delaying the fix. This approach, rooted in data and logic, has proven effective in aligning expectations and maintaining a focus on primary goals.

How to execute

• 🛑 Highlight initiatives aligned with the product/company-wide primary objectives. More often than not, this stakeholder is aligned with them and will back down.

• 📊 Use data to back it up. It’s not ‘I’, it is the data. eg. user feedback, usage reports or any insights to justify why a stakeholder's request might not be as impactful as perceived.

• 🧠 Explain the trade-off concepts and finite resources.

• 💡 Offer a clear and logical explanation for rejecting requests that don't align with larger strategic goals, focusing on resource allocation.

3- Position the “No is not Forever”

Mention (when possible) an "idea parking lot" to defer valid requests from customers or internal stakeholders for future evaluation without outright rejection. (ie that works almost every time trust me 😋 and it‘s kind of true…If market changes you may re-prioritize it.

How to execute

• 🚗 Implement an "idea parking lot" to store valuable ideas for potential future inclusion.

• 🌐 Set up a user community forum accessible to internal teams, external customers, and prospects to show transparency.

• 👥 Allow interested parties to vote and comment on new ideas in the forum for better evaluation. (eg. backlog refinement)

4- Expose your prioritization framework

From my experience, sharing the methodology behind how we prioritize our product roadmap has proven effective in gracefully declining requests from internal ‘powerful’ stakeholders such as executives or sales directors. This approach showcases our dedicated focus on specific objectives they are all aware of and How to execute for our decisions.

How to execute

• 📊 Walk stakeholders through our roadmap, detailing how we choose epics, themes, and features for upcoming releases.

• 🧠 Support our choices with clear reasoning, helping stakeholders grasp why some items take precedence over others.

• 🗂 Use tools like Aha!’s Prioritization Board to collaboratively assess initiative priorities based on defined criteria. (See below) Could be excel doc or any other tool as well. It’s about the PM, not the tool

Tactical Summary Card

Now let’s apply this knowledge…Execution Matters Most!