All related (34)
Roopal Shah
Head (VP) of Global Enablement, BenchlingMarch 10
Goes back to the shared goals - which at a high level, are hard to argue with - revenue, cost savings, customer success, etc. Once you get that common agreement, then it's about the strategy / the "how" to get there. If there are disagreements here, I would start with trying to understand why and seeing it from both of their vantage points. Then trying to see if you can get them 1:1 to understand the other point of view or better yet, get them to talk to each other. Ultimately though if all that doesn't work, you may need to get a tie breaker that's someone else and who they will listen to.
Sunny Manivannan
Vice President & GM, Global SMB, BrazeJune 16
Startups are unique because (virtually) every employee is also a shareholder. Which means that every internal meeting is also a shareholders' meeting. Now, unlike companies where you are a passive shareholder (Grandma bought you 10 shares of McDonald's, for example) but have no way to influence day-to-day decisions, you get to make a big difference at the company where you work. Every day at a startup is a chance for you to make an impact that will increase the value of your (and your colleagues') shares. It's a meaningful opportunity. What does all this have to do with ensuring alignment...
Jasmine Jaume
Director, PMM - Support & Platform, IntercomNovember 8
This is a tough one! It can be really difficult when you have exec stakeholders who aren't aligned. Ultimately, it's on them to get aligned and provide clear direction 'down the chain' but a few things that could help: * Understand where the misalignment is - is it the whole strategy, or specific parts of it? Is there a compromise you could propose that would help get alignment? What are the main concerns of whoever isn't on board, and can you ask questions to better understand what is driving the concerns - and can you then address those? * Provide additional research/ev...
Eileen Buenviaje Reyes
VP, Product and Growth Marketing, 1Password | Formerly Dropbox, SurveyMonkey, LinkedInFebruary 8
This is where DACIs (or RACIs) decision-making frameworks are critical. At a projects inception, it’s important to agree with senior executives on who the single final approver should be. Who is accountable for the success of the project (ie. whose job is on the line if it succeeds/fails)? Agreeing on the one approver in the beginning should prevent downstream conflicts. If you are stuck in the middle, the best you can do is offer objective data for both sides of the argument and leave it up to the decision-maker to understand the trade-offs being made with the decision. (In some occasions...
Eric Petitt
Vice President, Marketing, GlassdoorMarch 17
Getting senior alignment is a key strategic role for PMM - we can be powerful bridges and connectors. Whenever there is a clear difference of opinion the best thing I’ve found is to bring the customer more fully into the room. Bring research to bear on the problem. You can be a powerful tiebreaker if you can couple your opinion with insight and data.
Loren Elia
Director of Product Marketing, HoneyBook
This is challenging indeed and something I've had to deal with at every company I've worked for. What I've fund helps keep me and the business teams sain is to plan to launch features 14 days after the official planned released date. This makes product nervous most of the time, but most of the time they're also delayed so it all works out in the end. 
Tracy Montour
Head of Product Marketing, HiredScoreAugust 2
This is definitely a challenge most PMMs see themselves in. I typically find success when I work the challenge from both ends. If the executives cannot disagree and committ while in the same room, spend time with each one individually. Understand their concerns, their perspective, and their reservations on an indiviudual level. I find that often many people are speaking "different languages" and the disagreement is somewhat superficial. It's your job to frame the strategy in a way that appeals to both. It's not easy but it's possible. Good luck!
Roopal Shah
Head (VP) of Global Enablement, Benchling
Planning ahead for those connects - whether it's scheduled coffee or regular 1:1s or even sometimes inviting them to your team meetings for "fun" is always a great way to build and maintain relationsips - even in this virtual world. And in your 1:1s, don't jump into business all the time right away - make time for bantor and chit chat - too often, especially as we all struggle to combat Zoom fatigue, this becomes especially important. I personally find things become a lot easier / productive when you find common ground with everyone I meet with.