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A problem I haven’t cleanly solved as a PM is permanently killing feature ideas. A coder or maybe even the CEO has a light bulb moment, and they want to add som

A problem I haven’t cleanly solved as a PM is permanently killing feature ideas. A coder or maybe even the CEO has a light bulb moment, and they want to add something that doesn’t fit with what the product is. I can say no, and explain why, but the idea will keep coming back. Brainstorming session? They raise it again. Sales call? They float the idea to the potential new customer. I take a two week vacation? It ends up in the sprint. How do other product leaders nicely say “No, we are never ever building that?”

xquce 7d ago
Great question! My answer below would assume that said idea was evaluated fairly and it's not a PM Ego thing, which we must watch out for and also be open about because as a judge of these input, people have to trust you. Also you must be close and on good terms with both devs and sales, in which case it will still happen but that way my way worked best. What I do (former PM now CEO) is an explanation of why said feature is not in scope of the product and marked as "Closed" and not just deleted. Can't be created again and merge new ones into the closed ticket with the statement and analysis of why it isn't in scope. Then what have worked for me, is a talk about responsibility. If you as the PM is responsible for the product, it's market fit and its cost, but they want to add something, turn the cost and responsibility over to them. Is the Dev ok with taking in the cost, meeting with upper management, support and sales for said feature, and if sales OK with that feature coming out of the sales budget and support maintenence moved to them etc. If the product starts not being able to get sold or bloats it's cost, will those people sign up to take the blame/be responsible with you? If they push back ask them if they are OK with you doing the same to them. You as the PM have now chosen you want the devs to use X framework instead of Y or SQL and not Postgress, but they keep the responsibility for it working still, how does that sound? As withe the devs, with sales talk their language and ask if they ok with risking a shift of ICP or product focus where they might not hit their targets and you ask them to change their sales methods to fit that, product lead vs sales lead or indeed face to face vs phone whatever.

xquce 7d ago

Great question! My answer below would assume that said idea was evaluated fairly and it's not a PM Ego thing, which we must watch out for and also be open about because as a judge of these input, people have to trust you. Also you must be close and on good terms with both devs and sales, in which case it will still happen but that way my way worked best. What I do (former PM now CEO) is an explanation of why said feature is not in scope of the product and marked as "Closed" and not just deleted. Can't be created again and merge new ones into the closed ticket with the statement and analysis of why it isn't in scope. Then what have worked for me, is a talk about responsibility. If you as the PM is responsible for the product, it's market fit and its cost, but they want to add something, turn the cost and responsibility over to them. Is the Dev ok with taking in the cost, meeting with upper management, support and sales for said feature, and if sales OK with that feature coming out of the sales budget and support maintenence moved to them etc. If the product starts not being able to get sold or bloats it's cost, will those people sign up to take the blame/be responsible with you? If they push back ask them if they are OK with you doing the same to them. You as the PM have now chosen you want the devs to use X framework instead of Y or SQL and not Postgress, but they keep the responsibility for it working still, how does that sound? As withe the devs, with sales talk their language and ask if they ok with risking a shift of ICP or product focus where they might not hit their targets and you ask them to change their sales methods to fit that, product lead vs sales lead or indeed face to face vs phone whatever.