Building rapport with stakeholders is a good start, but you also need to develop trust. Trust is 50% credibility, 50% reliability. Prove you are credible by being confident in your expertise, and they will trust your decisions instead of second-guessing you. Prove you are reliable by following through, and they will give you autonomy instead of micromanaging you.

My friend Marcus Bittrich, CPO of omnichannel retail platform NewStore says: “By focusing our efforts on making the customer successful, we drive our own business forward.” His team measures both the customer revenue generated through their platform and the increases in that revenue their platform drives. 

When my friend Gibson Biddle was VP Product at Netflix, the number one business objective was retention. So he focused on how to measure and increase engagement, and thus retention.

Recently I wrote on the importance of workshopping when creating a roadmap. How you lead the discussion can make all the difference. A few tips we've developed over the year

Objectives and Key Results (OKRs) are not just another way of setting goals; they are actually a way to make positive change in your organization. Coach Nuno Silva Pereira will lead a CPO online discussionon how to use OKRs to help you avoid turbulence, navigate challenges, and reach new heights in performance and alignment.. Join us Thursday, September 12 @ 9am PT / 12pm ET / 5pm GMT / 6pm CET. Register.

As you talk with stakeholders around your company, make sure that you are listening hard. One technique is summarizing in your own words. When you get it right, this convinces the stakeholder that you empathize. When you get it wrong, you give them an opportunity to correct your misunderstanding.

For stakeholder interviews, you want them to feel as relaxed as possible. One-on-one meetings are best. A notetaker (human or AI), while getting the most data down, violates this intimacy. Don’t.

Using the right jargon for your stakeholder shows you’ve done your homework. When entering a new industry or company, preparation is your friend. If you hear a stakeholder use a term you don’t recognize, write it down and look it up.

As we talked last week, workshopping is a technique for a group to create something together. The purpose of a workshop can be generative, like listing problems or coming up with solutions. It can be evaluative, like looking for patterns in customer interviews. Or it can be decisive, like setting priorities. If needed, a workshop can target all three.

Workshopping is a technique for a group to create something together. It’s used by the most effective product leaders to generate ideas and solicit feedback. And it’s splendid for gaining alignment.

It's Independence Day in the USA and the presidential election is even weirder than the last time. I hope we can gather, listen hard, and respect — even appreciate — our differences. Diversity of thinking and experience is more powerful than any one perspective. Yes? And have some pie.

A product council is a small group of cross-functional stakeholders you bring together on a regular basis to make decisions that affect multiple teams. Regular product council meetings help you get to know your stakeholders better and surface disagreements early.

Sometimes a stakeholder comes in with a problem that is so dire that it requires you to disrupt the current roadmap. Other times, the stakeholder is just being melodramatic.

We have turned in our book, Aligned: Stakeholder Management for Product Leaders, to the publisher. Now it’s time to enjoy ourselves, and you’re invited! We are having book launch parties in major cities this summer and fall. We’ll talk about ideas in the book and delight in meeting the product people who made the book possible.

Melissa Appel and I will lead an online discussion on Stakeholder Horror Stories and what we learned from them. Bring your own to share! You can change the names to protect the not-so-innocent.

“The first meeting is proving how well I listen,” says Liz Lehtonen, founder and Head of Product at Worlds Untold.

So you’ve landed your first meeting with a bigwig stakeholder. How to listen….

The higher up your stakeholder is in the organization, the more difficult it can be to get their time and attention. For the most elusive stakeholders, consider an Unmeeting.

Upstream stakeholders like engineers, designers, and data analysts help bring a product to market. There are also “gatekeepers” who may need to approve your product, like a pricing committee.