People & Teams

How do you get your team excited about the product?

Rallying your team around the product is not an easy task, especially when some people are skeptical about what you're building. How do you get them on board?

  • Digital Product Lead at YouGov

    Making the product easy to understand is the quickest way to get my team and stakeholders—even the skeptical ones!—excited.

    Using visual flows or even cheap and dirty wireframes can make all the difference.

    The visuals allow the team to create an idea or opinion about the product and, once you have their engagement, that's the first step to excitement! Giving the team an understanding and a voice is the most important thing for me and for the product.

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  • Product Manager at Government Digital Service

    Embracing the unknown is all part of the product discovery process. Asking the team to be open to having their minds changed is no small request, but it's important in order to build the right thing.

    Prioritising exploring opportunities is a beneficial mindset for pivoting away from solutionising.

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  • Senior Product Manager - Learning Experience at Busuu ltd

    Tell the story from the users' perspective. Get video of interviews, do surveys, get quantitative data. If that doesn't convince the team, question whether it's the right thing to build.

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  • CEO/Product at OnCare

    The first thing would be talk to them to understand why they don't believe the product makes sense, and see if you were missing something important, or you'd not communicated the customer data sufficiently.

    If the former, you may need to change the product, if the latter you may need to set a session to talk through what customers are experiencing and feeling with the team, and then make sure this gets back them on a regular basis thereafter. Perhaps even get some of your dev or design team to meet with customers so they can verify the need for the product first hand.

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  • Senior Product Manager at Made by Many

    I think the first thing to tackle is the reason why your team isn't on board by listening to their concerns. Ask yourself:

    • Is it that they don't understand how they got to building the thing they're building?
    • Are they worried about how success will be measured?
    • Do they think the work lacks focus or direction?
    • Something else?

    In my experience at The Guardian and Made by Many, bringing the team along for the ride is a sure-fire way of getting them on board. Encouraging them to be involved in the end-to-end process of discovering and delivering a great product has worked well for me. You can start by running a goal-setting workshop before any work begin. It's a great way to get started on the right foot with everyone understanding the direction of travel and the reasons for it.

    Ideation, prototyping and user interviews are all things that the whole team should be invited to participate in as they help everyone gain an understanding of user needs and the kinds of problems their work will be solving.

    If you're already part-way through a delivery phase and the team isn't on board I have found that reminding people of what we’ve learned (show them the evidence!) and what we're trying to achieve and why can be helpful. I often display that information on a physical board so that it can be referred to at any time if my team is feeling nervous about the work we’re doing.

    All of this assumes that as a Product Manager, you have made sound decisions. It's worth remembering that you're only human and sometimes your team has good reason to question what you're doing, and that is no bad thing!

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  • The Team at JAM

    If your dad doesn’t want to try kitesurfing, you need to understand his fears. His fears might not be what you might expect. You think he is afraid of breaking his back, but he simply doesn’t want to look fat in a surfing one piece.

    To be able to encourage others, you need to first understand their objections.


    Figure out what exactly your team sees as problematic. They might fear the deadline is too soon, and feel stressed. They might not see the connection between the plan and the product vision. Or, they just don’t understand the plan.

    Remember: each person might have a different objection. To prevent crowd think, it could be a good idea to elicit their arguments individually, rather than in a bigger meeting.

    Address concerns

    Once you know all the problems, it’s easier to address them.

    • Paint the vision. Sometimes it might be hard to visualise the end goal of a project. Restate the problem you're solving and the (revolutionary!) solution you provide for the users.Describe what success will look like for the team, and the users.
    • Get the team to relate. Listening to the PM’s visionary wisdom is inspiring for sure. But, for a better effect, you can make it more interactive. Adopt Amazon’s approach. Get your team members to write a press release about the new product or feature. To make it less dry, write product launch announcements in an exaggerated, clickbait style. “Fancy Star-Shaped Button Saves Sanity of a Bored Customer Support Manager”, “They Created an A.I. Powered FAQ. What Happened Next Will Blow Your Mind!”

    Be aware

    At any point of this process it can turn out the team really has more wisdom than you do. After all, you work with clever people. Be ready to exercise humility and to adjust your original plan.

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