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Customer‐Enabling Tools For customer‐enabling tools, such as a new dashboard for your customer service agents, we pick six to eight well‐respected, influential internal users/employees—the individuals that the other agents look up to as thought leaders—and we work closely with them to discover the necessary product. Obviously, they are not customers and not paying anything, but instead we ask them to work closely with us through product discovery to make this tool great. Once they believe that the product is ready, we ask them to tell their colleagues how much they love the new tool.
Not everyone on the team agreed with me. That’ll happen sometimes when one person has to make the final call. In those moments it’s your responsibility as a manager or a leader to explain that this isn’t a democracy, that this is an opinion-driven decision and you’re not going to reach the right choice by consensus. But this also isn’t a dictatorship. You can’t give orders without explaining yourself.
Realize that your product managers will need to establish trust-based relationships with your major customers as well as with your key stakeholders. It takes strong people to do this.
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