In a recent LinkedIn post, Janna Bastow challenges conventional wisdom regarding product leadership, questioning whether the onus should always be on the product manager to improve their influencing skills or if organizational structures themselves are the primary barrier to effective product development. Bastow suggests that the prevalent advice for product managers to simply “get better at influencing up” might overlook systemic issues within organizations.
Rethinking Influence in Product Management
Bastow posits that while improving one’s ability to influence and communicate effectively with senior leadership is valuable, it can inadvertently place the entire burden of overcoming obstacles on the product manager. This perspective, she argues, fails to acknowledge that the product manager is often operating within a system they did not create and do not control.
“There’s a version of product leadership advice that goes like this: just get better at influencing up. Build a stronger business case. Learn to speak the language of the C-suite.”
According to Bastow, this common advice, while seemingly practical, can be a misdirection. She contends that the core issue might not lie with the product manager’s pitch but with the fundamental design of the organization.
Systemic Barriers vs. Individual Skill
The crux of Bastow’s argument is that organizational structures can often be the real impediment. She highlights a scenario where decisions are made based on stakeholder influence rather than data-driven evidence.
“Sometimes the problem isn’t your pitch. It’s that the organisation is structurally set up to prioritize the thing the loudest stakeholder wants, regardless of what the evidence says.”
Bastow emphasizes the need for product leaders to critically assess their environment. Rather than solely focusing on self-improvement in influencing techniques, she advocates for understanding the broader systemic context. This involves recognizing when an organization’s inherent biases or priorities might be hindering sound product strategy, irrespective of how well a product manager articulates their vision.
A New Conversation for Product Leaders
Bastow announced an upcoming discussion with Ronnie Varghese, which aims to move beyond generic advice on influence. The focus, she stated, will be on understanding the operational realities within an organization and identifying actionable strategies that product managers can realistically employ.
“Not ‘here’s how to influence better’ but ‘here’s what’s actually happening in the system around you, and here’s what you can realistically do about it.'”
This approach signals a shift towards empowering product managers by equipping them with the tools to navigate and potentially influence their organizational systems, rather than just their immediate superiors. Bastow’s insights encourage a more nuanced understanding of product leadership challenges, urging professionals to look beyond individual skills and examine the structural factors at play.
📝 About This Content
This article is based on insights shared by Janna Bastow on LinkedIn.
📅 Originally posted on March 31, 2026 | View original post on LinkedIn →