The Art of Saying No, Product Leadership Edition
If we had infinite resources, we would be able to say yes all the time. But sadly, that’s not the world we live in. Things are scarce: time, competent humans able to get a job done (often called “developers”), money for software licenses, cloud storage... you name it. Product management is so much about working within these limitations that it’s only natural that saying no is such a vital part of our job.
It’s not always easy, though. If you’ve ever struggled to say no to your team or your stakeholders, you’re not alone. But developing this skill is critical to your success as a leader, so it’s worth coming up with some strategies that will make it easier for you to say no. I’ll share a few ideas for you to try out in this article.
General Advice: The Power of "Not Now" Over "No"
There are some situations when you will need to give a flat-out “no” response—if someone is asking for something that you know is impossible, whether due to time, budget, or even ethical concerns.
But perhaps it’s more likely that you’ll find yourself in a situation that requires a more nuanced response than “no.” You might not be able to agree with what the person is suggesting or give them exactly what they want right now, but you want to leave the door open to revisit the topic in the future. In this case, you can give a “not now” response rather than a solid “no.” Being aware of this distinction is the first step. Here are a few other ideas on how to approach this type of response:
Is your answer “no” or “not now”? Make sure it’s clear: Saying “not now” (or something that gets that meaning across) is often more palatable and leaves room for future possibilities. Make sure your answer is clear enough that the person knows what the next steps will be. A thoughtful "let’s first assess this idea and see how it contributes to our goals" is far more constructive than a non-committal "let me talk to the team," which is too vague and could easily be misinterpreted.
Empathize, but be firm: Acknowledge the value behind the request while remaining steadfast in your decision not to pursue it right away. This balance shows respect for the idea and the individual proposing it while protecting your product strategy.
Set clear expectations: Use the product vision and roadmap to set clear expectations about what types of projects or features align with the current strategy and goals. This helps stakeholders understand why some ideas are prioritized over others, especially in the near term.
Be transparent about limitations: Whether due to resource constraints, strategic misalignment, or other factors, being honest about why something can't be done now builds trust and understanding.
Involve stakeholders in the decision-making process: Making the prioritization process collaborative by involving key stakeholders not only fosters a sense of ownership and alignment but also helps in building consensus around strategic decisions.
Encourage future proposals: While saying no, also encourage stakeholders to continue bringing forward ideas. This ensures a culture of innovation and collaboration, keeping the door open for future proposals that may align better with the product's strategic direction.
Specific Situations and Sample Scripts
Now that we’ve considered the subtle but important distinction between a “not now” and a “no” response, let’s look at a few more situations you might find yourself in and how you could approach saying no in each of them.
Situation #1
You need to prioritize according to your product vision and goals
Tactic: Align your refusal with the product's vision, strategy and overarching goals. Explain how the request doesn't align with current priorities.
Sample scripts:
"While this is an interesting idea, it doesn't align with our product's core vision and the strategic goals we've set for this quarter. Let's revisit this when we realign our priorities."
"This does not fit our current, agreed-upon product strategy, and working on that item would undermine it. If you still think it’s a good idea, you should talk to our leadership team and ask for strategy adjustments."
Note: You may sometimes find yourself in a situation when someone proposes an idea that shows a lot of potential but isn’t aligned with your strategic goals at the time. There should be a process in place that allows you to “manage up” so that you can communicate this idea to the team responsible for setting your strategic context so they can take it into account the next time they’re reviewing their strategy and goals. If you don’t currently have such a feedback cycle in place, it’s worth spending some time considering how you could create one.
Situation #2
The timing of the request is not aligned with your OKRs/goals
Tactic: Use the organization's OKRs (Objectives and Key Results) or quarterly goals as a framework for saying no, with the possibility of revisiting later.
Sample script: "This is currently not in line with this quarter's OKRs/goals/agreed-on objectives, but we can re-evaluate for the next quarter."
Note: When using this script, make sure that the person who raised the idea is clear on the OKR/goal-setting process—otherwise this can feel like an empty excuse. If the leadership team sets the objectives and goals from the top down, you’ll be able to reassess the idea based on the new objectives or goals they set, but you may not actually have an influence on the objectives or goals themselves. Or if you are actively involved in the OKR/goal-setting process, you may be able to ensure the idea is taken into account. In both situations, make sure the person proposing the idea understands how the goal-setting process works and how this impacts the likelihood their suggestion will be adopted.
Situation #3
You want to use data to justify your decision
Tactic: Leverage data and insights to back up your refusal. This shifts the conversation from subjective opinions to objective analysis.
Sample script: "Based on our current user data and market research, we've found that focusing on X will deliver more value to our users than the proposed feature. Let's prioritize what has the highest impact according to our data."
Situation #4
You want to offer alternatives
Tactic: When saying no, offer an alternative solution or compromise that aligns more closely with the product strategy.
Sample script: "While we can't dedicate resources to that specific feature right now, what we can do is X, which addresses the underlying need in a way that's more in line with our roadmap."
Situation #5
You want to prioritize based on the value of projects in question
Tactic: Emphasize the comparative value of projects on the product backlog to justify prioritization decisions.
Sample script: "This idea/opportunity is not adding more value for our company and customers than the first five things on our backlog. We might come back to it later, but for the time being, we have more promising opportunities to work on."
Situation #6
A launch that you’ve already committed to requires saying no
Tactic: Communicate the necessity of trade-offs to launch successfully and avoid overcommitment.
Sample script: "To launch some things, we have to say no to other things. This ensures we're fully committed to the initiatives that align with our strategic goals and can deliver them successfully."
Situation #7
You want to avoid feature creep and bloat
Tactic: Address the risks of feature creep, bloating, and gold plating by emphasizing focus and simplicity.
Sample script: "Introducing this feature now would risk complicating our product unnecessarily and detracting from the core user experience. It's crucial we avoid feature creep to maintain our product's usability and value."
Situation #8
You need to reject an idea that’s a single-customer feature
Tactic: Explain the importance of focusing on features that serve the broader customer base and align with long-term strategy.
Sample script: "While we understand the potential value of this feature for a specific customer, our goal is to develop solutions that address the needs of our broader user base and align with our strategic vision."
Situation #9
You want to invoke the opportunity cost
Tactic: Explain the opportunity cost of saying yes to help stakeholders understand the rationale behind saying no.
Sample script: "Allocating resources to this now means delaying our progress on X, which, according to our analysis, is critical for our success this year. We need to consider what we might be sacrificing."
You’ve now got some tactics and sample scripts to guide you through many of the common situations when you’ll need to say no. And even if you find yourself in a scenario that’s not exactly like the ones I’ve outlined here, I hope you’ll now have confidence to say “not now” or “no” when the situation requires it!
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