Category: Pipeline Development
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A leader’s Playbook for Managing “Over-Promises” Without Breaking Trust (Part 1)
When A Product Manager or Other Team Member Provides Unrealistic Dates to Clients There’s a special kind of dread that hits a leader’s stomach when they hear a Product Manager, Sales Rep, or Business Development Manager, etc. confidently tell a client, “Yes, we can deliver that by next quarter,” when you know with absolute certainty…
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Closing the Client Feedback Loop Without Over Promising
A Product Manager’s Real Work Every Product Manager knows that client feedback is both a gift and a trap. A gift because it reveals the unmet needs that shape the roadmap and a trap because if you’re not careful, you’ll walk out of a meeting having “accidentally” committed your team to a feature that isn’t…
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Translating Unmet Client Needs Into A Product Development Pipeline That Actually Works
In our last blog (Bridging Requirements and Client Messaging: The Strategic Core of Product Management) we focused on identifying how to use clients’ unmet needs to build your products requirements and linking this to the downstream messaging. Identifying the unmet need is only the beginning. The harder, more strategic work is deciding what to build…