Communication and Storytelling

In product organizations, formal authority rarely exists. PMs and designers cannot simply tell others what to do. Instead, they must understand how influence operates through relationships and mutual benefit. The Cohen-Bradford model reveals that influence comes from recognizing what others value and finding ways to create exchanges that benefit both parties.

Think of influence as a form of currency exchange. Just as different countries use different currencies, people in organizations value different things. Engineers might value technical challenges or recognition for their expertise. Sales teams might value tools that help them close deals faster. Marketing might value data that proves campaign effectiveness. Understanding these currencies helps you frame your requests in ways that resonate with others. When you treat potential collaborators as allies rather than obstacles, you create opportunities for productive partnerships. This mindset shift changes everything. Instead of seeing resistance, you see different perspectives that can strengthen your ideas.^[1]

Trust forms the foundation of influence without authority. How you frame your opinions and ideas determines whether others see you as collaborative or threatening. Strategic framing means presenting information in ways that acknowledge others' perspectives and concerns first, before introducing your own ideas. This approach reduces defensiveness and creates openness. Successful framing begins with understanding the other person's world:

• What pressures do they face?
• What goals are they trying to achieve?
• What constraints limit their options?

When you demonstrate this understanding upfront, you show respect for their challenges. For example, when proposing a new feature to engineers, acknowledge the technical complexity and timeline constraints they manage daily. This approach transforms potential conflicts into collaborative problem-solving sessions. Instead of pushing your agenda, you're working together to find solutions. People support ideas they help create. By framing discussions as joint exploration rather than persuasion, you increase the likelihood of finding innovative solutions that work for everyone.

Compelling arguments combine 3 essential elements: data, user insights, and business context. Product professionals must weave these together to create narratives that resonate with diverse audiences. Numbers alone rarely convince anyone. Stories without evidence lack credibility. The most effective communication balances both to create understanding and drive action. Try a three-part approach works that addresses what different stakeholders care about most:

1. Start with the user need, supported by qualitative research like interviews or session recordings.
2. Add quantitative data showing the scale and frequency of the problem.
3. Then connect both elements to business outcomes like retention, revenue, or market share.

Engineers see the technical requirements and understand the problem's complexity. Executives see the business impact and strategic importance. Designers see the user experience implications. Everyone understands why the work matters. This comprehensive approach builds consensus faster than focusing on just one dimension. It shows you've done your homework and considered multiple perspectives.

Disagreements with engineers about feasibility often stem from different perspectives on what's possible versus what's practical. Engineers focus on technical constraints, system architecture, and code maintainability. Product professionals focus on user needs and business goals. Both perspectives are valid and necessary for building successful products.

Productive technical discussions require genuine curiosity about constraints. Instead of pushing for your original vision, explore alternatives together. Ask questions like "What would make this easier to implement?" or "What concerns you most about this approach?" Listen carefully to the answers. Often, engineers have ideas for achieving similar outcomes through different technical approaches.

This collaborative stance frequently reveals creative solutions neither party initially considered. By respecting their expertise and working together to find solutions, you build trust and create better products. The best features often emerge from this creative tension.

Different stakeholder groups require distinct communication approaches based on their needs and influence level. Understanding these patterns helps you communicate efficiently while respecting everyone's time.

• Executives need strategic context that links product decisions to business goals, ROI, and long-term vision, delivered in concise, high-level summaries
• Engineering teams need early context on problems and priorities, as well as clear specifications and design reviews to align on implementation
• Legal and compliance want periodic compliance updates through formal reports
• Design teams need user research insights through collaborative sessions and prototypes
• Customer support needs feature guides and known issues documentation
• Marketing teams want competitive positioning and launch narratives
• Finance requires clarity on budget impact and revenue implications to support financial planning and decision-making
• End users need clear release notes and tutorials about workflow changes

The Power-Interest Grid helps prioritize these communications by categorizing stakeholders into 4 quadrants: manage closely (high power/high interest), keep satisfied (high power/low interest), keep informed (low power/high interest), and monitor (low power/low interest). Match communication frequency and depth to each stakeholder's position. High-power groups get proactive engagement, while low-power groups receive reactive support.^[2]

The voice of the customer (VoC) includes all the insights, needs, and feedback that customers share through different channels. This feedback comes from surveys, interviews, social media comments, and reviews.

To use customer feedback well, teams need to collect it from many sources and put it in one place. Centralizing feedback helps spot patterns and surface the most important insights. But the way you organize this depends on your team’s size. A small team might use an agile setup, like a shared Slack channel, to quickly capture and react to feedback. As the team grows, it often makes sense to formalize the process with dedicated tools or structured repositories. What matters most is that feedback is easy to find, share, and act on.

Teams also need to develop empathy for users’ challenges. Every feature should solve real problems or improve the experience. Customer insights should be shared widely, not just within the product team. Engineering, design, marketing, and support should all meet with customers regularly. This ensures decisions across the company stay grounded in customer needs. Finally, close the loop by acting on feedback and letting customers know what has changed.^[3]

Managing your boss well means understanding their challenges and pressures. The Cohen-Bradford model suggests seeing bosses as potential partners, not obstacles. When you understand what your boss deals with, you can support them while also getting what you need. For example, if a manager notices their boss struggles with long reports, they could offer to organize the data more clearly and reduce a two-hour meeting to one hour. This builds trust and shows initiative.

Good upward management uses clear communication that focuses on shared goals. Instead of making requests around personal preferences, frame them around business outcomes. For example: “Would it help decision-making if we shared this information differently?” This way, your boss can see the value in the change.

When disagreements come up, adapt your communication to your boss’s style. If your boss is detail-focused, present clear evidence and data. If your boss is short on time, give a short summary with the main points and next steps. The goal is not to change who you are, but to present your message in a way that connects with them. Adapting to their style while staying true to yourself helps you raise concerns respectfully and keep the relationship strong.

Working across departments requires understanding what each group values. The Cohen-Bradford model suggests starting conversations by acknowledging shared needs: "Our teams depend on each other. We could both succeed more if we helped each other better." This opens discussion about mutual benefits rather than just your needs.

When groups have bad relationships, try the image exchange method. Each group writes down how they see the other group, how they think others see them, and how they see themselves. Groups then find similarities and differences, understand the history behind these views, and create plans together to improve perceptions. This structured approach turns conflict into understanding.

Imagine, a manager works with a rival group by first explaining their team's goals and showing they understand their concerns. The manager can remind them of past successes and future shared projects. By offering solutions that helped the other department, like handling their difficult customers, they get cooperation despite past tensions. Remember that groups have long memories. You need many positive interactions to overcome old problems.

Product stories turn features and data into memorable narratives that inspire action. Good stories work differently for different groups. They attract users by creating emotional connections beyond feature lists. They convince stakeholders by connecting user needs to business goals. They motivate teams by showing how daily work creates meaningful impact. Stories work because our brains naturally respond to tales about people solving problems. The best stories mix data with emotion:

1. Start with real users facing a specific problem.
2. Show why current solutions don't work well.
3. Then describe how your product transforms their experience.
4. Use visual tools to make stories stronger. Include recordings, storyboards, and diagrams, not just charts.^[4]

Companies like Airbnb and Figma use customer stories throughout their organizations. Every team member helps with customer support, keeping everyone connected to user needs. Stories become ongoing conversations, not single presentations. Keep narratives simple and repeat core messages until everyone remembers them. Turn everything into mini-stories, from sprint planning to bug fixes. This keeps narrative thinking alive in all product work.

Trust and credibility create lasting influence. Your past work and reputation matter greatly, especially in senior roles where current performance is hard to judge. As one executive explained, "Complex projects take time to show results. It's hard to know who's right. That's why past performance and reputation are so important."^[5]

Build influence by creating relationships before you need them. Make connections early and regularly. Every interaction either builds or damages your credibility. Good relationships make cooperation easier. People communicate better, trust your word more, and accept flexible repayment. Bad relationships create problems: people won't engage, they misunderstand intentions, they demand more proof, and they have less patience.

Trust grows through steady actions over time. Keep your promises, provide value to others, and create win-win situations. When people see you care about their success, not just your own gain, influence grows naturally. Real influence comes from helping others succeed consistently.