Behavioral: getting buy-in from people who do not report to you

Product managers rarely manage the engineers, designers and partner teams whose work they depend on. How do you get people to support your direction when you have no formal authority over them? ```hint Start from their side Before describing how you argued your case, show how you learned what the other person needed, worried about or was measured on. ``` ### Clarifying Questions - Would you like a specific example from my experience, or my general approach? - Who should I focus on: the engineers and designers on my own team, peer teams I depend on, or senior leaders above me? - Should the example involve someone who first said no, or is a case of building alignment from the start fine? ### What a Strong Answer Covers - How credibility and trust were built before they were needed - How the other party's goals, incentives and concerns were understood and used to frame the proposal - The evidence and reasoning used to persuade, and how they were adapted to each audience - How disagreement was handled, including what was conceded and whether escalation was used - A concrete outcome, and the state of the relationship afterward ### Follow-up Questions - Tell me about a time you failed to influence someone. What would you do differently? - How does your approach change when the person you need to persuade is more senior than you? - When is it right to escalate instead of continuing to persuade, and how do you do it without damaging the relationship?