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Apply proven buy-in techniques to align stakeholders on product direction. Covers framing, social proof, goal seek, inception, citation, and narration. Use when building alignment for initiatives.
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SOC 職業分類に基づく
North Star Metrics, ecosystem analysis, goal-setting, and tradeoff frameworks. Use when defining metrics, setting team goals, or resolving product tradeoffs.
Apply behavioral psychology, UX principles, and decision science to product design. Use when designing user flows, evaluating UX quality, or diagnosing adoption problems.
Growth loops, retention frameworks, viral mechanics, and acquisition models. Use when designing growth engines, diagnosing retention problems, or evaluating acquisition strategies.
Design complete metrics frameworks with outcome-intermediate-leading hierarchy, activation funnels, and engagement dimensions. Use when defining how to measure product success.
Evaluate product opportunities using the 5-question customer problem framework, business context analysis, and prioritization matrices. Use when assessing whether an idea is worth pursuing.
Load and apply the PM's personalized operating system from pm-profile.yaml. Use when any /pm: command needs to adapt to the PM's frameworks, vocabulary, and past patterns.
| name | stakeholder-buyin |
| description | Apply proven buy-in techniques to align stakeholders on product direction. Covers framing, social proof, goal seek, inception, citation, and narration. Use when building alignment for initiatives. |
Provide structured techniques for getting stakeholder alignment on product initiatives. These techniques work because they address how people actually make decisions, not how they say they make decisions.
What it is: Steering the audience to a desired conclusion by controlling the context.
How to use:
When to use: When the data supports your direction but stakeholders haven't connected the dots.
Example: "Our retention goal is 90%. Non-ITSM teams are at 65%. Closing this gap represents $10M in protected revenue. The question isn't whether to invest — it's where to start."
What it is: Leveraging shared opinions and external validation to build confidence.
How to use:
When to use: When stakeholders are uncertain and need reassurance that others agree.
What it is: Framing your initiative in terms of the decision-maker's stated goals.
How to use:
When to use: When you need buy-in from someone whose goals are adjacent to yours.
Example: "VP Sales wants to increase ACV by 15%. This feature opens a new SKU conversation in every renewal. It's not a product feature — it's a sales weapon."
What it is: Making stakeholders feel ownership of the idea.
How to use:
When to use: When direct pitching meets resistance. Some people need to feel they discovered the idea.
Warning: This takes longer but produces stronger alignment. Use it for initiatives where ongoing collaboration is needed.
What it is: Using data and evidence to support the argument.
How to use:
When to use: When stakeholders are analytical and need proof before committing.
What it is: Using stories and anecdotes to make the initiative tangible.
How to use:
When to use: When stakeholders need to feel the problem, not just see the data.
| Stakeholder Type | Primary Technique | Secondary Technique |
|---|---|---|
| Visionary (CEO, CPO) | Narration | Framing |
| Executor (VP Eng, CTO) | Citation | Goal Seek |
| Process-Driven (Program, Compliance) | Goal Seek | Social Proof |
| Customer-Facing (Sales, CS) | Narration | Social Proof |
| Skeptic (Finance, Legal) | Citation | Framing |
| Resistant (competing priorities) | Inception | Goal Seek |
The most effective buy-in uses 2-3 techniques together:
