Context is Everything... Especially when trying to convince someone

Most of what we do as product managers can be summed up as "Influence Without Authority". This unfortunately doesn't get much better as you move your way up into product leadership, as you'll still have to influence the other executives to share your perspectives and go along with your strategies and plans. One of the key things I coach my clients about is providing the right amount of context when attempting to convince anyone of pretty much anything.

Let's start (as always) with your goal. Generally, your objective is to have someone else agree with your decisions and enhance the the trust they already have in you. Therefore, as you're communicating, it's all about helping the other person come up with the same solution as you have. Without at least part of the context you are aware of, how can you expect someone else to reach the same conclusion?

Providing context is essential for managing up and bringing other team members along. Context shapes how something is interpreted and understood, enabling dialogue that is more accurate, meaningful and impactful. When we clearly explain the underlying reasons behind our chosen actions and decisions, others are better able to empathize with our perspectives and intentions. Without context, conversations might miss vital information, leading incorrect assumptions and conclusions.

How can you ensure you provide enough context? One way to think about this is "The 5 Ws": who, what, when, where, and why. Answering these questions will ensure that your data is interpreted properly and used effectively. But there's more to it when you're a product leader, so here are some simple steps to follow.

First, present a problem NOT a solution. We say this a lot to our stakeholders and it rings true for us as well. The best conversations are focused on the opportunity to solve a problem. Come prepared to explain why you believe this is an important issue to address, what the consequences of inaction might be, and how you think solving it will help achieve larger objectives for the company.

This allows for much deeper conversations that take into account different perspectives and solutions - all rooted in context about the problem at hand. As Professor Mohanbir Sawhney often says, a meeting should be about What? So What? and Now What?. Remember that everyone else hasn't spent hours investigating what's going on, you need to bring them up to speed. By providing context on the pain point and having everyone agree that it is an issue, you're already two-thirds of way to getting agreement on whatever action you want to take.

Once everyone is up to speed on the issues at hand, ask questions about what the other people think should be done. Remember, no executive likes being told what to do. Show genuine interest in their opinions and allow them to come up with ideas, then ask more questions about how what they are saying would play out given the additional data points you have. This shows that you are the master of your domain AND that you want to collaboratively find a solution.

Ask questions which help the others go through the logical steps you have taken. They will feel as if the conclusion is their idea and be far less resistant to it than if you presented it yourself. As discussions continue, bring attention to those who are mentioning ideas which align with your own through "Yes, And" techniques. Nudge those team members to expand more on their ideas. This shows that you are not the only person who is thinking in a particular direction and also allows you to leverage the trust those people have built when convincing others to come on board.

Finally, ask questions about what people think the positive impacts of the selected course of action against the problem presented earlier. This will help you to ensure that everyone is on the same page and has the ability to share with their own teams the benefits of the chosen path. This is something they are only able to do because you invested the time earlier to provide them with proper context. My former boss, Camilla Velasquez once told me that success is the product of the quality of the idea x the amount the team is bought into the solution, this is all about the second half of that equation.

By following these steps, product leaders can ensure they provide enough context such that others will understand and come on board with their decisions. When the team is aligned in this way, it creates a powerful platform for success. Providing quality context when communicating with up, down and across the organization is essential for effective collaboration and achieving desired outcomes... not only for the company but for your career.

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The above is one of many examples of conversations I have weekly with my coaching clients. If you are wondering what's holding you back from being promoted or how to become a more trusted leader, I'd love to help you achieve your personal goals. Setup a time to chat and see if we're a good match for coaching.