Leading by Influence

One of the biggest misconceptions about product management is that you need direct authority to drive decisions. But in reality, product managers (PMs) often operate without formal power.

This newsletter will teach you how to build influence, gain buy-in from stakeholders, and lead effectively even when you don't have direct authority.

As a PM, your success depends on your ability to bring people along on a shared vision. Whether it's convincing engineers to prioritize your feature, aligning with marketing on a launch plan, or getting executives to approve your roadmap, influence is the key to making things happen.

If you struggle to get buy-in, your projects stall, and your impact diminishes.

Many new PMs assume that having the title alone will grant them decision-making power. They rely on logic and data, thinking that a well-structured argument should be enough to win people over.

However, product management is as much about psychology and relationships as it is about strategy. Without trust and alignment, even the best ideas won’t gain traction.

Product managers lead through influence. The sooner you master this skill, the faster you'll drive meaningful outcomes.

Let's dive into some tips.

Takeaway 1: Build Relationships Before You Need Them

Influence is built on trust, and trust is built over time. If the first time you talk to an engineer is when you need something from them, you're already at a disadvantage.

Instead, invest in relationships early. Understand what motivates your teammates, listen to their challenges, and find small ways to help them before you ask for help yourself.

Identify who the key stakeholders are, who the gatekeepers are, and anyone else you need to rely on to get stuff done.

Have 1:1s with these people (engineering, design, marketing, sales, etc.) just to learn about their work.

Show genuine curiosity about their challenges and priorities.

Be proactive in offering help or resources, even if it’s outside your immediate role.

Takeaway 2: Speak Their Language

PMs interact with different teams, and each team has its own way of thinking. Engineers care about technical feasibility, marketers focus on messaging and audience engagement, and executives prioritize business outcomes.

To gain influence, you need to tailor your communication to resonate with your audience.

With engineers, talk about trade-offs, scalability, and technical constraints.

With marketing, emphasize how features improve positioning and user engagement.

With executives, focus on metrics, revenue impact, and strategic alignment.

Takeaway 3: Master the Art of Storytelling

Data and logic alone aren’t enough to persuade people. Stories make ideas stick. A compelling narrative makes your product vision tangible and helps stakeholders see why they should care.

To craft a good story:

• Frame problems in terms of customer pain points and outcomes.
• Use real customer quotes or anecdotes to make challenges feel real.
• Connect your product strategy to a larger mission or business goal.

If you can do those three things, your narrative becomes much more palatable and easy for people to understand. It's certainly more powerful than a slide deck filled with graphs and charts.

Takeaway 4: Be Decisive, but Flexible

No one wants to follow a PM who is constantly wavering on decisions. At the same time, rigidity can alienate stakeholders.

The key is to be decisive while remaining open to feedback.

Make recommendations based on the best available data, but acknowledge uncertainties. Invite feedback and adjust your approach when new information arises. Clearly articulate your rationale so stakeholders understand why a decision was made.

Takeaway 5: Influence Through Small Wins

Influence isn’t built overnight. Start by earning credibility through small wins. When stakeholders see that you follow through on commitments and drive real impact, they’ll be more likely to trust you on bigger decisions.

Identify quick wins that demonstrate your ability to execute. Publicly acknowledge and celebrate contributions from cross-functional partners. Over-communicate progress to keep everyone aligned and engaged.

In Conclusion

Influence is the single most important skill for a product manager, and it’s something you can develop over time.

Start by investing in relationships, tailoring your communication, and building credibility through small wins. When you lead with trust, clarity, and consistency, people will want to follow you.

Even without direct authority.

Thanks for reading. See you next week.