Introduction

PMMs have huge responsibility but little formal power. The secret to influence is strategy, not title - and it can be learned.

What's the problem it solves?

Product marketers often create strategies, decks, or messaging that other teams ignore. Without formal authority, they must rely on influence to align teams, ensure adoption, and drive results across the company.

Quick Summary

The article lays out a practical playbook for PMMs to build influence across teams, even when they’re not the decision-makers. The first step is mapping out who really matters through a “Stakeholder Engagement Matrix,” ranking people by attitude toward PMM and level of influence. Focus first on Power Allies and Skeptical Gatekeepers - the people whose opinions carry the most weight.

Next, earn social capital by delivering high-value wins for these stakeholders. Choose one high-impact project per quarter that directly addresses their goals. The example given is a “12 Days of Competitive Intel” campaign that boosted sales engagement and CEO visibility.

Once you’ve gained traction, devote 30% of your time to maintaining relationships. Share useful insights, involve stakeholders in project planning, and create clear decision-making processes. Influence grows when you co-create rather than dictate - invite teams into workshops, listen to their input, and ensure they feel ownership.

The goal is true collaboration, not endless consensus. Input from others should shape the work, but a clear decision-maker must keep projects focused and avoid diluted results. PMMs who build this skill early see stronger results, more trust, and faster career growth.

Key Takeaways

• Influence matters more than title for PMMs
• Map stakeholders by influence and attitude to focus efforts
• Deliver targeted wins to high-impact stakeholders first
• Spend at least 30% of your time managing relationships
• Co-create to increase buy-in, but avoid decision-by-consensus
• True collaboration has a clear decision-maker who integrates the best ideas

What to do

• Map your stakeholders into Power Allies, Skeptical Gatekeepers, Advocacy Builders, and Quiet Resisters
• Prioritize work with high-influence stakeholders and deliver visible wins
• Limit focus to one key stakeholder group or project per quarter
• Build regular relationship touchpoints into every project
• Involve teams early in strategy creation to build ownership
• Maintain final decision-making authority to avoid diluted outcomes

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