Which of your number one ideas is the number oneiest?
In my early days as a product manager, I learned a lesson that has stayed with me. It all started when Jack, our company president, stormed into a meeting, declaring, “Development is broken!” He wasn’t entirely wrong—our company hadn’t had a formal product release in over a year. But it wasn’t the development team’s fault.
When I met with the developers, the problem became apparent: Jack had more ideas than we had resources. Whenever he had a spark of an idea, he bypassed product management and handed his latest inspiration straight to the development team, throwing priorities and roadmaps into chaos.
I sat down with Jack and made a bold proposition. “We can have a formal release in 90 days,” I said, “but only if you bring your ideas to me first instead of directly to the team.” To his credit, Jack agreed—though he still had another idea the following week. That’s when I unveiled my secret weapon: a brand-new Feature Request form. “Congratulations, Jack,” I said. “You’re going to be the first to fill this out.”
That Feature Request form became a cornerstone of our product process, helping the company move from chaos to clarity. I still teach this tool in the Fundamentals of Managing Products course. But the lesson behind it is far more important: if you don’t find a way to speak truth to power, chaos never ends.
The perils of a “yes” culture
It’s understandable—no one wants to be labeled as difficult or risk their reputation (or their job). But when every idea from the president, sales VP, or general manager gets a green light, the product and company suffer.
Here’s why yes is perilous:
Trade-offs are ignored. When you say “yes” to one thing, you’re inevitably saying “no” to something else. If priorities aren’t clear, important work gets sidelined.
Leadership decisions lack data. In a yes culture, leaders often make decisions based on intuition or opinions rather than real-world evidence.
The Emperor’s New Clothes syndrome takes over. When no one speaks up, bad ideas can go unchecked, harming morale and outcomes.
So, how do you say no without losing your job?
The key to speaking truth to power isn’t just about saying no—it’s about doing so in a way that builds trust and credibility. Often, it means not saying “no” but “not yet.” Let’s unpack strategies for challenging decisions constructively and ensuring your voice is heard.
Use data as your neutral arbiter
I often tell product teams: “Our opinions, while interesting, are irrelevant.” Opinions are subjective and can be dismissed. Data, however, is objective and harder to argue against.
For example, when Jack proposed yet another feature idea, I didn’t dismiss it outright. Instead, I suggested we validate it in the market. Could we find evidence of customer demand? Did it fit our strategic goals?
When confronting senior leaders, frame your pushback as a search for truth, not a challenge to authority. Ask questions like:
“What evidence do we have that this idea will succeed?”
“How does this align with our customer needs?”
“How will this impact our customers’ businesses—and ours?”
“Can we test this in a small way before committing resources?”
With real data in hand, we could make an informed decision together. Data becomes the arbiter, not you.
Reframe pushback as alignment
Pushback doesn’t have to feel adversarial. Instead of positioning yourself as someone blocking an idea, position yourself as someone who’s helping ensure the idea succeeds.
For example:
“That’s an intriguing idea. How can we ensure it doesn’t distract from our most critical priorities?”
“I love where you’re going with this. Let’s map it to our strategy to make sure it fits.”
This approach acknowledges the leader’s vision while steering the conversation toward constructive evaluation.
Clarify trade-offs
Every “yes” comes with a cost. A new feature might delay an important release. A new initiative might stretch resources too thin. A good product manager makes these trade-offs explicit.
Try this:
“If we prioritize this feature, what do we deprioritize?”
“Here’s what we’ll need to pause to make this happen.”
By framing decisions as choices with clear consequences, you help leaders see the bigger picture—and think twice before making impulsive commitments.
Build credibility through consistency
Speaking truth to power is easier when you’ve built a reputation for being customer-focused, data-driven, and solution-oriented. Leaders are more likely to listen if they see you as someone who adds value rather than just another naysayer.
Here’s how to build that credibility:
Be prepared. Always come to discussions armed with data, customer insights, and a clear understanding of priorities.
Be consistent. Apply the same principles to every idea, whether it comes from the president or a junior engineer.
Follow through. When you agree to something, deliver on it. Trust is built through action, not just words.
Create tools and processes to channel ideas
One of the best ways to manage a chaotic environment is to introduce structure. My Feature Request form wasn’t just a way to manage Jack’s ideas—it was a way to create a standardized process for evaluating all ideas.
Processes help depersonalize decisions, making it clear that ideas are being evaluated on merit, not on who proposed them.
Consider tools like:
Feature prioritization frameworks (we use IDEAS).
Roadmap planning sessions to align on strategic goals.
Feedback loops to ensure ideas are tested and validated before being implemented.
Why speaking up matters
As product managers, our job isn’t just to build features—it’s to create the right product. That means challenging assumptions, validating ideas, and ensuring that our teams are focused on the highest-value opportunities.
Steve Jobs famously said, “I'm actually as proud of the things we haven't done as the things we have done. Innovation is saying 'no' to one thousand things.”
By speaking truth to power, you ensure that your company isn’t just doing something—it’s doing the right thing. And when done with tact, data, and consistency, saying no doesn’t have to hurt your reputation. In fact, it can enhance it.
Leadership ideas are often innovative and important—but they’re not always right. A “yes” culture can feel safe in the short term but leads to chaos in the long run. The best product managers balance listening and challenging, ensuring that decisions are based on evidence, not ego.
Remember: Speaking truth to power isn’t about defiance. It’s about alignment. By using data, constructively framing pushback, clarifying trade-offs, building credibility, and creating processes, you can be the voice of reason necessary for your team and company.
And if all else fails, there’s always the Feature Request form.
Download The Strategic Role of Product Management to learn how agile broke product management and how to reclaim the role.
