A product leader's job is not to synthesize opinions until everyone agrees, which leads to slow progress. Instead, they must create clarity by taking broad input but ensuring a single, accountable owner makes the final decision. Committees optimize for safety, not outcomes.
True prioritization requires making explicit trade-offs. If all your decisions look good and you can't articulate the negative consequence—what you are *not* doing or are delaying—you haven't made a meaningful decision. You've simply created a wish list.
Not all decisions are equal, and treating them the same causes micromanagement. Frame decisions at three levels: Level 1 for strategic bets (owned by the CEO), Level 2 for product bets (owned by product leaders), and Level 3 for daily execution (owned by teams).
When executives constantly question or relitigate tactical, execution-level decisions, it is a strong indicator that the high-level strategic bets and company direction were never made clear. The problem isn't micromanagement; it's a lack of strategic clarity from the top.
Firms claim they want product leaders who challenge the executive team and have strong opinions. In reality, their interview process often screens for low-risk communicators who can absorb pressure without creating friction, undermining the stated goal.
Companies often fail by promoting high-performing individual contributors into leadership without teaching them how to scale their judgment. The new leader's job is not to solve problems directly but to define what "good" looks like and enable their teams to get there.
Enforce a strict separation between who provides input and who makes the decision. Input should be broad (customers, data, stakeholders), but the decision must be singular and accountable. When the input group is also the decision group, you get a committee that optimizes for safety, not outcomes.