What do you do if your boss's priorities clash with the needs of the product?

If your boss's priorities clash with the needs of the product, it's important to engage in open communication and negotiation to find common ground. Start by clearly articulating the reasons behind the product's needs and the potential impact on business objectives. Listen to your boss's priorities and concerns, seeking to understand their perspective and motivations. Explore potential compromises or alternative solutions that address both sets of priorities to achieve alignment and ensure the success of the product. If necessary, involve stakeholders or higher management to facilitate resolution and prioritize the best interests of the organization as a whole.

Consider publicly challenging your boss in a strategic meeting with stakeholders present. This bold move forces a transparent discussion about differing priorities and can lead to a deeper understanding of each other's perspectives. It's risky but can catalyze a breakthrough in aligning goals, especially if done respectfully and backed by data. This approach demands careful consideration but can expedite finding common ground or a compromise that serves the product's best interests.

Understanding your boss's perspective is key to navigating priority clashes. Adopt a collaborative approach using the Interest-Based Relational (IBR) framework to respect both parties' concerns. Focus on mutual interests, not positions, to find a solution that aligns with the product's needs while addressing your boss's priorities. Effective communication and empathy can bridge gaps, leading to a consensus that benefits all stakeholders. It's about finding common ground and working towards the shared goal of the product's success.

The answer to this problem may well lie in who your boss is, and what their personal responsibilities are. For example, if you are a product owner for a customer facing product and you report to the head of customer success, they might be being measured based on number of bugs reported by customers. In this case, they would likely be pushing for you to prioritise bug fixes and technical debt, while if you reported to a head of product or CEO, the focus would likely be different. This is useful context to have to start meaningful conversations.

There are many excellent suggestions here on how to discuss this with your boss, and I would like to add some thoughts on prioritization methods. A method that is agreed upon by both your boss and C-level executives, and takes into account user needs, can help minimize changes in priorities. There are numerous methods available, such as the renowned RICE method; however, some may occasionally fall short. For a method known as 'Limes Road,' which addresses at least some of these shortcomings, please refer to my featured post on my profile.

Aligning on the problem and the desired outcome is crucial. Use the 'Alignment Framework' to clarify the underlying issue and jointly develop a vision for the product's success. Start by articulating the product's needs and how they serve the company's goals, then invite your boss to share their priorities. This ensures both perspectives are understood, fostering a solution-focused dialogue. Through this approach, you create a shared understanding and commitment to achieving a balanced resolution that serves both the product's needs and your boss's priorities effectively.

Engage in constructive negotiation with your boss to explore potential solutions and define the scope of the project or initiative. Be prepared to compromise and find win-win scenarios that address both your boss's priorities and the needs of the product.

Maintain open and transparent communication with your boss throughout the process. Keep them informed of progress, challenges, and any adjustments to the plan. Foster a collaborative environment where ideas can be freely exchanged and evaluated.

Reflect on past experiences and seek opportunities to learn and improve. Analyze how previous clashes were resolved and identify strategies that were effective (or ineffective) in aligning priorities. Apply these insights to future interactions with your boss.

Let's be honest: this is one of those scenarios that sometimes you can't escape. The boss says "Do this" and you can't say no. Your heart burns, your logic cries...but you need to do what they're asking. So, take it as an experiment: - Take some metrics in a "now and then" style; - Show it to your boss; - Let him judge if this "implement" is valid. And, please, save every communication, every email, and validate everything with them. If you need to defend yourself about the results, you have this to help you show that it was not your idea.

Sometimes the conflict or difference in direction cannot be easily resolved, particularly in larger organizations. And there is an inherent imbalance of power. In those cases, quick and effective escalation is important. Find the person who can solve the issue, and don't sit around spinning or debating each other into more extreme positions.