Self-Leadership: How to Thrive When Your Product Leader Lacks Vision
Take control, drive innovation, and grow your product by mastering the art of self-leadership, even when your leader isn’t steering the ship.
It was an all-hands meeting, and the product team sat in quiet anticipation. The new product leader, Greg, had taken the stage. Expectations were high—everyone wanted to hear the bold new direction he’d set for their app. But as the presentation unfolded, it was clear Greg wasn’t the visionary leader they had hoped for. He stuck to safe ideas, reiterated well-worn strategies, and avoided making tough calls. His leadership style lacked the boldness the team craved. Despite their frustration, the team knew they had to move forward and grow, even if they couldn’t rely on Greg to lead them with a grand vision.
The Challenge: A Leader Without Bold Vision
Greg wasn’t a bad leader—he was organized, methodical, and dependable. But when it came to big-picture thinking, he shied away from risks and disruption. He wasn’t the kind of leader to push boundaries or challenge the status quo. This became evident when the market started shifting, and competitors launched bold, innovative features that the team had previously pitched.
The team felt stuck. They had so many ideas but no strong voice advocating for them. Greg’s hesitancy to lead with a clear vision was frustrating, but they knew complaining wouldn’t fix anything. They had to find a way to grow despite the leadership gap.
The Pivot: Taking Ownership from the Ground Up
Instead of waiting for Greg to bring the vision, the team decided to take ownership of the product’s direction themselves. They began organizing internal workshops, where product managers, designers, and engineers could collaborate, ideate, and pitch new features and improvements. The team understood they couldn’t always count on Greg for groundbreaking ideas, but they could rely on each other.
A key turning point was when they presented their collective ideas to Greg, not just as proposals, but as near-complete strategies backed by data and user research. They framed it as a way to stay competitive, showing that even modest risks could lead to substantial rewards. Greg, to his credit, listened and approved many of their suggestions, realizing that while he wasn’t a visionary, he had a strong team that could carry the product forward.
The Approach: Empowering the Team to Lead
With Greg's support in place, the team developed an approach where leadership came from all levels. Rather than relying on one person to chart the course, the team became more collaborative and self-reliant. They created a structure where product managers had more autonomy to push their visions forward, backed by data, market trends, and user insights.
The shift wasn’t easy, but it was necessary. Here’s how the team dealt with the leadership gap:
Leverage Data to Support Ideas: Knowing Greg preferred safe choices, the team relied heavily on data and user research to push for innovation. They didn’t just suggest features; they provided evidence that these changes would improve user engagement and retention.
Present Ideas with Actionable Plans: Instead of waiting for Greg to give direction, the team presented their ideas as fully-formed plans. They included detailed timelines, potential risks, and expected outcomes, making it easier for Greg to give the green light.
Collaborate and Share the Vision Internally: Since Greg wasn’t providing a strong vision, the team took it upon themselves to create one. Through brainstorming sessions and cross-functional meetings, they developed a shared vision that united everyone, even if it wasn’t coming from the top.
Respect Leadership Boundaries: While the team pushed forward with their ideas, they also knew Greg’s limitations. They avoided putting him in positions where bold, risky decisions had to be made on the spot. Instead, they presented solutions that aligned with his risk-averse nature but still allowed for incremental growth.
The Result: Growth from the Ground Up
Over time, the team found that they didn’t need a visionary leader to achieve growth. By empowering themselves, they turned Greg’s cautious leadership into an opportunity to thrive. The product continued to evolve, driven by a collective vision that came from the team’s passion and expertise, not just from the top.
Greg’s role shifted too. He became less of a visionary figure and more of an enabler, trusting his team to lead the charge. He approved initiatives and ensured resources were allocated to ideas that had been carefully thought out and backed by data.
In the end, the product continued to grow, and the team learned a valuable lesson: you don’t always need a visionary leader to succeed. Sometimes, growth comes from within, driven by the people closest to the product.
Key Learnings:
Take Ownership: If your leader isn’t providing bold vision, take ownership of the product’s direction. Organize internal brainstorming sessions, pitch ideas, and collaborate to fill the gap.
Rely on Data: To convince risk-averse leaders, back your ideas with strong data and user insights. Present innovation not as a risk, but as a calculated decision with clear benefits.
Present Actionable Plans: Don’t just suggest ideas—provide full strategies, including timelines, expected outcomes, and potential risks, to make it easy for your leader to approve.
Create a Shared Vision Among the Team: If the top-down vision is weak, create one within the team. Unite around a common goal that everyone can contribute to and believe in.
Respect Leadership Boundaries: Understand your leader’s limits and work within them. Don’t push for unrealistic leaps if they’re not comfortable with risk, but instead show how small, calculated steps can lead to big outcomes.