Explaining the "Why" behind any decision is crucial for gaining your team's trust. The reasoning should be backed by solid data and sound assumptions. This approach benefits you in three key ways : 👉🏻 Encourages open dialogue, allowing you to address concerns and gather feedback, fostering team buy-in. 👉🏻 Enables early adjustments in the development plan, minimizing potential issues later in the process. 👉🏻 Helps the team prioritize effectively, ensuring they focus on what truly matters and understand the importance of the new feature or change.

1. Reiterate the vision – Remind the team of the vision and how these features add value, whether by enhancing existing functionality or bringing in some new functionality. 2. Explain the "why" – Share the reasoning behind these features: Is it a customer request/ competitive parity/ legal requirements/ or broken user journey. If it's customer-driven, back it with surveys. For competitors, share relevant impact metrics. 3. Quantify the impact – Estimate the potential impact of these features and explain how they contribute to the OKRs and to the north star. 4. Involve the team early – Engage the team early to get feedback and suggestions. Make them a part of the process instead of sharing just the outcome.

When a team is hesitant about new product features, it's often a sign of underlying concerns or a lack of alignment. Here are some strategies to address this resistance and foster a more collaborative environment: Empathize and Understand Active Listening: Encourage open communication by actively listening to their concerns. Ask questions to understand their perspectives and fears. Validate Emotions: Acknowledge their feelings, even if you disagree with their reasons. This shows respect and builds trust.

To overcome team's hesitation about new product features, we can start by having an open conversation where they can share their concerns. Explain why the new features are important, how they solve problems for users, and how they align with company goals. Involve the team in making decisions, so they feel part of the process. Product Managers can also suggest trying out the new features in smaller steps to reduce risk. We have to make sure their input is valued throughout the process, so they feel more confident about the changes.

First, I’d focus on understanding the root of the team’s hesitancy—is it due to bias or backed by data? If it’s a bias, I’d bring the discussion back to business objectives, explaining how the feature can positively impact key metrics. I’d also invite an open debate, encouraging the team to voice their concerns, ensuring we collectively address them. If their resistance is data-driven, I’d leverage A/B testing and controlled rollouts to validate the feature’s impact on our metrics. This balanced approach helps align the team with the business vision while addressing their concerns.

To overcome team hesitation about new product features, I focus on fostering open communication and trust. I start by gathering their feedback early, ensuring they feel heard and involved in the process. I clarify the strategic value of the new features and how they align with our goals, addressing any concerns transparently. By sharing data-driven insights, conducting small experiments, and demonstrating quick wins, I help reduce uncertainty. Finally, offering training and support ensures the team feels empowered and confident in implementing the changes, fostering a collaborative atmosphere for success.

As General Manager of multiple companies, I focus on three key strategies when introducing new changes. First, I demonstrate value, ensuring the team understands how new features solve existing problems or enhance processes. For instance, in Healthy and Tasty, assigning agents in different governorates increased efficiency and sales. Second, I involve the team, engaging key managers like Mahmoud Samir in decision-making, which ensures better buy-in and enthusiasm for the changes. Lastly, I provide comprehensive training to ensure the team fully understands and confidently adopts new processes, with consistent follow-up to support a smooth transition.

📣 Clearly articulate the rationale behind the new features and how they align with the product vision. Help the team understand the bigger picture and the benefits of these changes. 🤝 Engage team members in the decision-making process. 📊 Share relevant data, user feedback, and market trends that support the need for the new features. Concrete evidence can help alleviate doubts and build confidence in the changes. 💬 Listen to the team’s hesitations and concerns. Address them openly and empathetically, showing that you value their perspectives and are willing to make adjustments if needed.

To overcome your team’s hesitation about new product features: Understand Concerns: Listen to their feedback and identify specific worries. Show Value: Explain how the features benefit users and align with business goals. Involve Them Early: Engage the team in brainstorming and decision-making to build buy-in. Start Small: Test the features in a smaller scope to demonstrate value and reduce risk. Provide Support: Offer resources or training to ease the transition.