You Can’t Please Everyone—But You Can Involve Them

This is an early excerpt from a book I am working on that I plan to call "Product Snacks". It will be a concise collection of chapters, each offering practical and accessible advice for product managers and designed to be a desk-side companion, providing quick, digestible tips to guide and inspire when you're seeking clarity or a fresh perspective. I’d love ANY and ALL feedback and if you’d like to collab, let’s chat!

When you’re rolling out a new process, organizing an offsite, or making any decision that affects a group, you’ll quickly learn one universal truth: not everyone will be happy with the outcome. And that’s okay.

The mistake many leaders make is trying to find the “perfect” solution that pleases everyone. That solution doesn’t exist. Instead, when you aim for broad, universal acceptance, you often land in the middle ground—a place where decisions become watered down, uninspired, and ultimately ineffective.

Mediocrity thrives in the pursuit of consensus. When you try to design something that works for everyone, you risk building something that works well for no one. Instead of chasing universal approval, focus on building something strong, purposeful, and effective.

The Power of Involvement

While you can’t guarantee universal agreement, you can ensure that everyone feels included in the process. People don’t just want to be told what’s happening; they want to be part of the thinking behind it. The more involved they feel, the more likely they are to engage with the outcome—even if it’s not exactly what they would have chosen.

The best way to do this? Ask for input. Invite people to contribute ideas, challenge assumptions, and suggest improvements. Not all feedback will be usable, and that’s fine. But some of it will enhance your approach. The key is to integrate what actually makes the decision stronger, rather than just trying to appease different perspectives.

And—this part is critical—acknowledge the people who contributed. Call them out by name when sharing the decision. Let them know their input was valued, even if it wasn’t fully implemented. When people feel heard, they’re more likely to support the direction, even if it isn’t their first choice.

Navigating the Naysayers

Every team has at least one person who resists change at every turn. They critique everything. They believe their way is the only way. Often, they approach decisions with a scarcity mindset—focusing on what they personally stand to lose rather than what the team stands to gain. And they can be very loud.

It’s easy to let these voices throw you off course. When someone consistently pushes back on decisions, it can make you second-guess yourself. You might start adjusting plans just to avoid conflict. But if you’re always accommodating the most resistant voice in the room, you’ll end up building around the most negative perspective rather than the most productive one.

That doesn’t mean you should dismiss them entirely. Seek their feedback. Listen. Consider what’s useful. Sometimes, even the harshest critic has a valid point. But if their feedback is purely self-serving or rooted in resistance to change, don’t let it dictate the outcome. Not everyone needs to be won over for a decision to be right.

Decide, Commit, Communicate, and Check In Along the Way

Once you’ve engaged your team, gathered input, and integrated the best ideas, it’s time to commit. Make the decision. Own it. Move forward.

But making a decision isn’t enough. You have to clearly communicate why this is the direction you’re taking and what the expectations are moving forward. A strong decision without strong communication is a recipe for confusion, skepticism, and disengagement. Don’t assume people understand the reasoning—spell it out. Walk them through how the decision was made, what input was considered, and why this is the best course of action for the team as a whole.

Then comes the next phase: expecting commitment. Debate time is over. Now, it’s about execution. Everyone may not love the decision, but once it’s made, the team needs to align behind it. Set that expectation early.

And here’s where great leaders separate themselves from average ones: they build in a check-in.

Decisions don’t exist in a vacuum. They play out in the real world, and sometimes adjustments need to be made. Let the team know upfront that there will be an opportunity to reassess and refine the approach. Schedule a review after some time has passed, when people have had the chance to experience the new process, event, or decision in action. This isn’t about reopening the debate—it’s about learning, iterating, and improving.

By doing this, you reinforce a growth mindset. You’re showing that feedback isn’t just something you collect before a decision—it’s something you use throughout execution. It also signals that change isn’t rigid. It evolves, just like the team.

Strong leadership isn’t about making everyone happy. It’s about making the best possible decision for the team while ensuring people feel heard, valued, and included in the process. Not everyone will love the outcome, but if they trust the process, they’ll respect the decision.

And when they see that decisions aren’t just set in stone but are revisited with real-world learning, they’ll be far more likely to buy in—not just this time, but the next time, too.

Key Takeaways

• You can’t please everyone—and you shouldn’t try. Designing for universal approval often leads to watered-down, ineffective decisions.
• Involvement matters. Even if people don’t get their preferred outcome, they’re more likely to support a decision if they feel included in the process.
• Gather input, but don’t overcorrect. Some feedback will strengthen the decision—integrate what’s useful and acknowledge contributions.
• Beware of the loudest naysayers. Some people resist change for personal reasons rather than team success. Consider their feedback, but don’t let them dictate the outcome.
• Decide, commit, and communicate. Once a decision is made, set clear expectations, ensure alignment, and move forward as a team.
• Check in and iterate. Build in a review period to assess how the decision is playing out in the real world, reinforcing a culture of learning and improvement.