Product Managers as Business Polyglots

Product Managers as Business Polyglots

Product managers, how many languages do you speak? No, I’m not referring to English, German, French, or Spanish. I’m talking about the business languages of Sales, Engineering, Board members, Legal, Marketing, Customers, Partners, C-Suite executives, and more.

Recently, I stumbled on an exchange here on LinkedIn that was getting significant attention. The original post lamented that only a small percentage of product managers are truly effective at their jobs. This struck a chord with many. The respondent expressed frustration and urgency in the need to educate others on what he or she perceives to be a widely misunderstood truth: ‘Product managers should not be held accountable for the results because we rely on the broader organization. All we can do is set things in motion. If things don’t pan out as planned that’s beyond our control.’

Wrong. It’s not that simple. While it’s undeniable that success or failure within the broader organization hinges on collective effort, at the core of a product manager’s role lies the ability to unite everyone around a vision and direction that resonates with both customers and the business. It’s about influence without authority.

Influence isn’t merely a ‘nice to have’ trait or an innate soft skill, it’s essential for any product manager’s success and a core part of our value proposition as employees. Without the capacity to effectively influence the organization and facilitate work across departments, product management is reduced to support functions, primarily consisting of administrative, operational, and tactical tasks. Additionally, in most organizational contexts, influence has far more power and longevity than authority, as it engages others in the mission rather than task by task. This approach gives them a stake in the business and customer outcomes. Colleagues become partners.

Meeting colleagues where they are is essential. It’s not just about understanding departmental jargon; it’s about effectively communicating on conceptual and cultural levels, comprehending concerns and challenges, knowing what to request, and when and how to help. Each stakeholder is unique, possessing distinct contexts, knowledge, perspectives, concerns, and even attention spans.

Practically, we cannot see and share a vision, identify risks, report status, or support the organization effectively without having a pulse on this broader activity. And pragmatically, long-term success in product management relies on garnering the full organization’s support. We need others to align with business and customer goals in ways that motivate and empower them to act. A product manager cannot thrive from a position of strict oversight, where we must micromanage every aspect. Instead, we need colleagues who grasp the broader context, feel empowered, valued, and able to actively contribute to the larger mission.

Bringing together a cross functional team that supports one another, overcomes obstacles together, and celebrates collective victories is key to sustained success. To achieve this, we need to become business polyglots and learn the language of our colleagues, empathize with their perspectives, and address their concerns.

A strong ability to influence may seem mysterious, but it isn’t. Product managers, this is an essential skill, a skill we must deliberately develop. The good news is that like most skills, influence can be learned, practiced, and perfected.

Steps to Improve Influence:

• Actively Listen and Engage: Schedule regular one-on-one meetings with key stakeholders and participate in departmental meetings outside your own.
• Seek Feedback: Regularly ask for feedback on ongoing projects to understand different perspectives and challenges.
• Participate in Ride Alongs: Join colleagues in their daily tasks to gain insights into their challenges and priorities.
• Learn Departmental Metrics: Understand the metrics that matter to different departments to guide communication and support mutual goals.

Improving this skill involves these hands-on approaches not only to broaden our understanding of various departmental languages but also to build trust and rapport, making it easier to foster collaboration and empathy. Additionally, investing time in learning about the metrics that matter most to different departments can guide more effective communication and support mutual goals, laying the foundation for a more cohesive and successful organizational effort.

Have any questions?  I can help!

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Based in New England but working with clients across the globe. I am dedicated to transforming visionary ideas into tangible, successful outcomes. Let’s connect and discuss how we can elevate your product management to new heights.

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