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Hello Product Leaders!

What if your boss or stakeholders are not ‘Product’ by trade and your core product principle was against their mindset?

I know…frustrating!

As a PM, we generally believe in the Agile and Lean movement, as a product delivery mindset rather than a rigid process.

You value learning from quick action and testing with real customers.

However, your boss or main stakeholder approaches you and says:

"I need the full project plan."

"Don't give me bits, I need the whole solution."

"We must prioritize building the full infrastructure."

"I don't buy into Agile."

In short, someone is tackling your decision-making principles at its core.

It happened to me twice in my career - very frustrating.

You can always decide to leave and go to another company, but that might not always solve the problem.

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The Paradox of Agile Thinking

Sometimes, when we're all about being flexible and agile, things can get a little tricky.

But finding that sweet spot between being agile and stable is key to achieving success in your product strategy.

Sure, there might be some limitations, but that doesn't mean we have to compromise our core principles.

Now, let's talk about the downsides of the commonly used Agile methodology. It's important to acknowledge these concerns, not just for our stakeholders, but for our own success too.

Here is how to do it.

What Management Cares About

• To change things with your management, show even more empathy.
  
  Agile can be scary for those unfamiliar with it, especially if they've seen a poor implementation before. I know firsthand that it can feel chaotic and lacking in control. Your stakeholders have their concerns and perspectives.
  
  As a product leader, empathize with them.
  
  Here are three suggested steps:

Step 1: Listen to your user Boss / stakeholders

• Listen to them like you would listen to your users, almost like user research.
  
  Ask about their preferred mode of work and why.
  
  It doesn't mean you have to do exactly what they ask, but it gives insight into their thinking.

  
  This creates a real partnership for success. Show them that you understand.
  
  Don't just listen to check a box, assume there is value in what they say and seek it out.
  
  Don't move forward until you both fully understand each other.

Step 2: No Ego and No Assumptions

• Once you understand their concerns, explain the importance of agile methodology for them and the company.
  
  Some may not be open to discussion until you address their concerns and propose a better alternative.
  
  Now, jot them down and do your homework.

  
  If their concerns are valid, how will you address them?
  Why is it important to continue working in Agile?
  Do you have solid answers?
  
  Don't just assume that "everyone works this way" is enough, but instead, explore the topic.
  
  Learn about the origins of Agile and understand why it was considered better than traditional methods back then.
  
  Take the time to explain your point and build a case.
  
  The focus should be on why it's worth investing in building an agile culture despite concerns.
  
  Remember, even believers in Agile need time to create a process that works for both parties.
  
  For example, when I once had a VP boss who came from the aeronautic industry, Waterfall was the norm! A big clash.
  
  Many product decisions took a lot longer.
  It always took several weeks of daily meetings with him to agree on a ‘big feature’ Agile approach that met both our needs.
  
  Good collaboration takes time, so prioritize it for the long run.