How to Protect Users, Buyers & Stakeholders (and Emerge a Hero)
Blog post description.
5/2/20253 min read
We’ve all been there: a senior leader ignores user research, disregards team recommendations, and forces a product decision that you know is wrong. And if, as suspected, the decision backfires, guess who gets the blame? Amazing how memories fade when accountability comes knocking, even if you’ve "gone on the record" in emails and meetings. But, there are ways to navigate these situations, protect your users and buyers, and even emerge a hero.
The key is understanding why your stakeholder thinks the way they do, especially when you disagree. It’s rarely a completely black-and-white situation. There is some underlying rationale, however flawed. Your goal isn’t to win an argument; it’s to find the minimally viable solution to achieve their objective while mitigating the potential harm to users and the business. This may take longer, and the added benefit is you’ll gain valuable insight into how stakeholders think.
Here's a strategic approach to navigating these challenging situations:
1. Understand the Stakeholder's Perspective: Don’t just dismiss their ideas. Instead, actively seek to understand the reasoning behind them. Ask questions. Listen carefully. What are they trying to achieve? What are their concerns? What pressures are they facing? The more you understand their perspective, the better equipped you’ll be to find a mutually acceptable solution. You may not be as diametrically opposed as initially imagined.
2. Consider the Technical Landscape: Sometimes, a stakeholder’s request might seem completely out of touch with user needs, however it may align with existing technical capabilities or long-term strategic goals. For example, a stakeholder might push for a feature that seems user-hostile, but could be necessary to leverage existing infrastructure or comply with regulatory requirements. Understanding the technical landscape can help you find creative solutions that address both the stakeholder’s needs and the user experience. Even if leadership is against a particular approach (like offering something as a service), if it makes sense technically, explore how it might be done.
3. Design for Optionality: Don’t paint yourself into a corner. If there are settings or configurations that users might want, don’t bake them directly into the core product. Instead, design for optionality. Build in flexibility that allows users to customize their experience without compromising the overall product integrity. This gives you room to maneuver and address stakeholder concerns without sacrificing user needs.
4. Propose Alternatives, Not Just Objections: Don’t just say “no.” Instead, offer alternative solutions that address the stakeholder’s underlying objective while mitigating the risks to users. For example, if a stakeholder wants to implement a feature likely to confuse users, propose a simplified version or a phased rollout. Present data and user research to support recommendations.
5. Document Everything: Keep a record of your conversations, recommendations, and concerns. This isn’t about CYA; it’s about ensuring clarity and accountability. If things go wrong, you’ll have evidence to support your position and demonstrate you and your team acted in good faith.
6. Build Relationships: The stronger your relationships with your stakeholders, the more likely they are to listen to your input. Invest time in building rapport and trust. Demonstrate your expertise, willingness to collaborate, and your commitment to the success of the product, the stakeholder, the user, and the company.
7. Focus on the Shared Goal: Remind stakeholders that you’re all on the same team. Your shared goal is to build a successful product that meets the needs of users and drives business value. Frame your recommendations in terms of how they will contribute to this shared goal and all audiences.
By following these strategies, you can navigate challenging stakeholder situations, protect your users and buyers, and even emerge as a trusted advisor. It’s not always easy, and is essential for product leaders who want to build successful products with a positive impact on their organizations.