What do you do if your boss doesn't value your input as a product manager?

1. **Discuss Concerns**: Meet with your boss to calmly express how your insights benefit the product and company. 2. **Show Impact**: Use examples to demonstrate the positive outcomes of your contributions, focusing on measurable results. 3. **Request Feedback**: Seek feedback on your performance to understand your boss's perspective and areas for improvement. 4. **Identify Reasons**: Explore reasons why your opinions may not be valued, such as differing priorities or misunderstandings. 5. **Offer Solutions**: Propose ways to improve communication and involvement in decision-making processes. 6. **Explore Options**: Consider internal or external opportunities where your skills are valued if the situation doesn't improve.

When your boss doesn't value your input as a product manager, the first step is to assess the situation. Understand the reasons behind your boss's behavior, such as their management style, communication preferences, or organizational pressures. Evaluate if there are any gaps in your communication or alignment with their expectations. Assess the impact of their attitude on your role, team dynamics, and product outcomes. This assessment will help you determine the best approach to address the issue and find constructive ways to gain recognition for your contributions.

If this is happening then the whole company is a disaster. The owner, president, VP, sales manager along with other personnel will just keep up and or even increase their demented distaste of your ideas. Immediately dust off your shoes and get a new job. I worked for 2 companies where this was a major issue(rude stupid owners and managers/liars).

A Contentious topic I must say! 1) What I have learned is to contextualize the situation from a third person perspective 2) Understand the value of why the Boss is having a different opinion.

If your boss doesn't value your input as a Product Manager, first seek to understand their perspective and any concerns they might have. Enhance your communication by clearly linking your input to business outcomes and the product's success. Seek feedback on how to make your contributions more impactful. Build credibility by consistently delivering results and showcasing your knowledge and expertise. Engage allies or mentors within the organization who can support and advocate for your ideas. Consider presenting your suggestions with data and user feedback to strengthen your case. If the situation doesn't improve, evaluate if the organizational culture aligns with your career goals and values.

Focus on consistently delivering high-quality work, demonstrating your expertise, and achieving positive results with your product initiatives. Establish yourself as a trusted and reliable resource within the organization through your actions and accomplishments. This credibility can help garner respect and attention for your input over time

If your boss doesn't value your input as a product manager, focus on enhancing communication. Clearly articulate the value of your insights and contributions, demonstrate your expertise through tangible results, seek feedback to understand your boss's perspective, and proactively communicate the impact of your decisions on the product and business goals. Additionally, build trust and credibility by fostering open dialogue, actively listening to your boss's concerns, and aligning your suggestions with organizational objectives. By improving communication, you can increase visibility, demonstrate your value, and earn your boss's respect as a trusted advisor in product management.

It can be frustrating when your product ideas aren't getting traction with your boss. Here are a few key things to keep in mind: Bridge the Gap: Start by scheduling a meeting to understand your boss's priorities. This shows initiative and sets the stage for open communication. Focus on Value: Frame your discussions around how your ideas benefit the product and the business. Use data or metrics whenever possible to quantify the impact. Collaboration is Key: Listen actively to your boss's feedback and be open to compromise solutions. This fosters a collaborative environment where both your expertise and their vision can be considered.

If your boss doesn't value your input as a product manager I will Seek opportunities to enhance communication by actively listening, providing clear and concise updates, and fostering open dialogue with team members.

1) Data Points go a long way in supporting the approach or point we generally make since Data is unbiased :) 2) Taking help of the stakeholders and getting things in perspective is one of the key things which might be beneficial!

Seek support by discussing concerns with trusted colleagues, seeking mentorship from experienced leaders, and advocating for recognition of contributions in team meetings.

It's definitely tough when you feel like your product ideas aren't getting the attention they deserve. Here are a few things that have helped me in similar situations: Become a Data-Driven Problem Solver: Don't just present ideas - back them up with data and user research. Anticipate Needs: Think ahead and identify potential roadblocks before they arise. Propose solutions that proactively address those challenges. Present Options: Don't just offer one solution. Develop a few alternatives, each with clear pros and cons. Focus on Benefits & Outcomes(Good to be in quantifiable format): Frame your suggestions around the positive impact they'll have: increased user engagement, improved conversion rates, etc.

Offer solutions by proactively addressing challenges, proposing innovative ideas, and demonstrating the value of your input through successful project outcomes and positive impact on business objectives.

Reflect on past experiences, gather feedback, and adapt your approach to better align with your boss's preferences and expectations, fostering a more collaborative and mutually respectful working relationship.

Interpersonal relationships vary widely and are often unique. There’s not a clean one size fits all template for this question. The best thing to do is leverage data to try and get data. I recommend a format like this (below), but your mileage may vary: “Hey in these three meetings (X), I noticed that you didn’t seem to value my input or even really evaluate it (Y). My understanding is that you want strategic AND tactical input from your PMs, can you help me understand what happens in those three meetings or what it’s related to/ stemming from (Z)?” This will usually (ideally) lead you to a candid conversation around what’s going on.