The ability for a product manager to say “no” is crucial for the success of a product and the overall health of a company. As responsible for guiding the development and launch of a product, PM´s have to make difficult decisions, set priorities, and manage trade-offs. And that means saying “no”… a lot! Specifically to “that” stakeholder (you know the one).

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By saying “no” a PM can truly focus on the most important aspects of the product. With limited resources and time, it’s essential to prioritize features and functionalities that align with the product’s vision and goals. Saying “no” to requests or ideas that don’t align with these goals helps to prevent scope creep, which can lead to delays and increased costs (and there goes the deadlines and real value features down the drain).

Additionally, saying “no” can help a product manager maintain the integrity of the product. When dealing with stakeholders, there can be a lot of pressure to add features or make changes that may not be in the best interest of the product. A product manager who can say “no” can ensure that the product stays true to its intended purpose and doesn’t become diluted by too many competing ideas.

It can also help a product manager build trust and respect with their team. When a product manager denies, within reasonable argument (looking at you, dictator-like-PM´s) to a request, they are effectively setting boundaries and communicating what is and isn’t acceptable. This can create a sense of predictability and stability for the team, and helps to establish clear expectations for what needs to be done. Additionally, by saying “no” to low-priority tasks or ideas, a product manager can free up time for the team to focus on more important tasks and make more meaningful contributions to the product.

But it’s not just about refusing, Product managers need to be able to do it in the right way. Saying “no” doesn’t mean shutting down ideas or requests outright. Instead, it’s important for product managers to provide a clear and concise explanation for why a request or idea isn’t feasible. This helps to ensure that everyone is on the same page and that there is a shared understanding of the product’s goals and priorities. It’s also important to be willing to consider other options or alternatives that may align better with the product’s goals.

Furthermore, the ability to “just say no” is also connected to the ability of strategic thinking, which is a crucial part of the product manager’s role. A good product manager is able to think strategically about the product, considering the long-term impact of decisions and not just the short-term gains.

PM´s, I think you get the picture: if the request doesn’t make sense, delays the MVP getting launched, is not based on data (or the wrong one), or is not user- or customer-focused, just say “no”!