How do you effectively communicate changes in product strategy to skeptical team members?

Here's my approach as a Product Manager who values trust and empathy on how I would would communicate changes in product strategy with the skeptical team members. Acknowledge Concerns: Show empathy and open the floor for questions. Be Transparent: Explain the why with the data points and focus on highlighting the process of how the decision was made. Focus on Positive Impact: Connect to company goals, highlighting the growth opportunities. Collaboration is Key: I encourage to have an open dialogue and invite to brainstorm together.

It must be assumed that in any team there will be people who are somewhat skeptical, and it is a reality that trust must be built for this. In my experience, transparency is key to this process. Sharing the reasons behind the changes, the data supporting them, and how they align with the long-term goals of the product and the company can help mitigate skepticism. Additionally, fostering an open and bidirectional communication environment is essential. Using techniques such as one-on-one meetings or anonymous surveys can help capture the opinions of those who may feel uncomfortable expressing their concerns in a group.

Product strategy often involves taking a leap of faith towards what may be a new paradigm shift. Majority of Product Management is based around communication and how much the team trusts you with these decisions, gained by being empathetic, getting into the team's shoes, periodically acknowledging the team's hard work, and standing with them in testing waters. Teams are able to adopt change if there is trust in your decision-making capabilities towards the ultimate vision of the product that the team should always be aligned to.

Trust is built up over time, there are no real shortcuts. You can create an environment of "high trust" if you give your team the opportunity to express themselves and to be listened to, if you take responsibility for your failures and propose solutions, if you clearly explain the objectives and the plan. Try to leave room for your team members to lead at their own level, too, and you'll move from trust to loyalty.

Building trust is one of the main objective as a Product leader. Building trust is not so easy, but it's going through a process. First, being true to oneself, and knowing one's biases. Second, listen and mirror people you meet. Be genuine, generous and generative. Trust comes from regularity and consistency.

When rolling out changes in product strategy, it's super important to share the vision behind it. Make sure your team understands how these shifts align with the company's overall goals and how they can lead to better results. Help them see the bigger picture and the positive impact these changes can have on the product's success. If you can paint a compelling vision, it can really inspire your team and ease any skepticism they might have. By showing them the potential benefits and how their work fits into the new strategy, you'll get everyone on board and excited about the direction you’re headed.

Whenever there are changes, it is important to communicate effectively, and if there are skeptical team members, continuous communication is essential. In my experience, this involves articulating not only the "what" of the change but also the "why" and the "how." It's important to have a clear narrative that demonstrates how these changes align with the company's mission and long-term goals and how they will benefit the team and customers. Additionally, it is important to involve the team in the change process. Using interactive meetings, workshops, and brainstorming sessions where new ideas and strategies can be openly discussed is key.

- Use visuals like charts or mockups to make your vision easy to understand. - Encourage questions and open discussions to address any concerns or uncertainties your team may have. - Highlight opportunities for individual growth and skill development within the new strategy.

Crafting a vision is not enough for a product. As a product manager, you will have to share it, often. Your messaging should be crystal clear, and adapted to the target audience. Communicating clearly your product's vision regularly will frankly help you to share about product changes or strategy pivots.

As a Product Leader, you need to get the team on board with the product's vision and business aspirations, and how this shift aligns to it. Changes to business' direction involve making significant changes to the product roadmap and ensuring it aligns with the business. As a Product Manager, you should present side-by-side vision to align the team on what it was vs. what it is now, and the changes to make that shift, with justification on why the shift.

I consider that as a Product Manager, we must be very attentive to the team's concerns, know how to address them, and above all, manage them effectively. In my experience, the best way to do this is by creating a safe space where team members can express their doubts and questions. This can be achieved through open meetings, anonymous surveys, or one-on-one feedback sessions. Actively listening to and validating their concerns demonstrates that their opinions are valued and considered in the decision-making process.

Take the time to listen to their feedback and show that you value their input. Acknowledging their worries and providing thoughtful responses demonstrates respect for their expertise. This approach not only helps ease their fears but also fosters a sense of shared ownership in the new direction. Remember, it’s not just about giving answers; it’s about engaging in a two-way conversation. By creating an open dialogue, you can build trust and encourage collaboration, making the transition smoother for everyone involved.

Shifting the product strategy may involve scrapping some features or rethinking some features altogether, that is frustrating for the team. Communicate clearly why this is needed, with acknowledgement and appreciation from business for the team's efforts, along with the benefits resulting from the change in strategy.

Everyone has concerns. And skills. That's why it's important to listen to your team's concerns, because they may be echoes of worries that they've detected, but you haven't. And it's also important to do this from a purely managerial point of view. You're the guarantor of your team's well-being, so take the time to listen to them and see what you can do to anticipate problems and concerns, and minimize the problem they may create.

When there are changes in product strategy, it's important to communicate continuously and provide the appropriate context. This involves explaining in detail the reasons behind the changes, how they align with the company's strategic objectives, and what impact is expected to be achieved. In addition to providing context, it's important to be prepared to answer questions and discuss the practical implications of the proposed changes. This may include informative sessions, detailed presentations, or explanatory documents that address potential concerns and clarify any misunderstandings.

- Share relevant data or competitor analysis to illustrate the need for change. - Acknowledge the challenges of a new strategy, but also emphasize the potential rewards. - Frame the change as an opportunity to learn and grow together as a team.

Give as much context as you can about the strategy shift, and how it will benefit the product and the company's vision. In my case, I've made use of competitor analysis and overall market trends to explain why certain changes to the product are timely to get the team on board.

Provide Detailed Information and Data Evidence-Based: Present data, research, and analysis that support the rationale behind the strategy change. Use metrics, customer feedback, and market research to build a strong case. Documentation: Provide detailed documentation that team members can review at their own pace, including presentations, reports, and FAQs.

Context is the key to understanding the plan. Imagine you want to get everyone on board a boat for a trip on the high seas, but no one has told them the context: testing the boat in a storm. I think some of your members might be unpleasantly surprised, don't you? You'll have to excuse the example, I couldn't think of another as simple haha, but I think you get the idea :) Context changes completely how people perceive things and words, so it's important to convey everything with context. By doing this, you also build a culture of trust.

I consider that when there are changes in product strategy, it's important to maintain continuous communication with all team members, not only informing them but also soliciting their feedback. In my experience, it's essential to create an environment where team members feel comfortable expressing their concerns and opinions. This can be achieved through regular meetings where constructive feedback is actively encouraged, as well as through anonymous survey platforms that allow for more discreet collection of opinions.

Make sure to create a safe space where everyone feels comfortable sharing their thoughts, concerns, and suggestions. This not only helps refine the strategy but also shows team members that their input is valued. For example, you might hold a casual brainstorming session or an anonymous survey to gather feedback. Actively reach out to those who seem skeptical—often, they have the best insights into potential issues or areas that need clarification. By engaging with these team members, you can identify pitfalls early on and adjust the strategy accordingly. This collaborative approach not only improves the strategy but also strengthens team cohesion and trust.

Since a changed product strategy will work only if it is adopted wholeheartedly by the team, which then requires effort, I encourage everyone to share how the strategy could be better implemented and the approach in which this should be taken forward, sometimes using prioritization.

Me parece vital este 5to punto, no solo se debe impulsar a los colaboradores a opinar, a participar, antes que nada, se debe tener una estrategia clara de lo que se hará con la retroalimentación y con todas las dudas que surjan, Cuando esto falta, las personas dejan de aportar porque no ven tomada en cuenta su opinión. Es como echar palabras al aire, que de momento suenan, pero luego se las lleva el viento y ya no resuenan para aportar valor a las estrategias.

When sharing the vision for the new strategy, I always ensure it's not just a top-down directive but a collective journey. I start by organizing meets, workshops and sessions to equip the team with the necessary skills and knowledge to implement the changes. Moreover, I establish clear, incremental milestones to track progress, celebrating small wins along the way to keep the team motivated. By maintaining an open-door policy, I encourage team members to share their feedback, which helps in fine-tuning the implementation process. This inclusive approach not only facilitates adaptation but also reinforces the shared vision.

Start by explaining that these changes aren't just pulled out of a hat by a corporate wizard; they’re driven by market realities and data. Use humor to lighten the mood, and address their concerns directly, showing empathy. Share success stories from previous changes to demonstrate potential benefits. Lastly, assure them that their input is valuable—because nothing says "I value your skepticism" like actually considering it in your grand master plan.

Start by explaining that these changes aren't just pulled out of a hat by a corporate wizard; they’re driven by market realities and data. Use humor to lighten the mood, and address their concerns directly, showing empathy. Share success stories from previous changes to demonstrate potential benefits. Lastly, assure them that their input is valuable—because nothing says "I value your skepticism" like actually considering it in your grand master plan.

Showcase early successes that stem from the new strategy. When team members see tangible results, it can significantly boost their confidence in the changes. For example, if you implement a new feature based on the strategy and it leads to a noticeable increase in user engagement within the first month, highlight this achievement in team meetings or through updates. When the team can see that the strategy is working, it can encourage them. Celebrating these quick wins fosters a positive environment and motivates everyone to stay aligned with the new direction. By focusing on early successes, you can effectively shift mindsets and cultivate enthusiasm around the changes.

Highlight Benefits and Positive Outcomes Value Proposition: Clearly articulate the benefits and positive outcomes of the new strategy for the team, the product, and the customers. Success Stories: Share examples or case studies of similar changes that led to positive results to build confidence in the new strategy.

A good book to read about that : Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willink & Leif Babin. This is a very good book to understand how to build a good team culture, and how to share with this team.