Mahmoud El-Azzeh’s session on Influence-Led Growth at The Product-Led Summit reframed how I view my role as a Product Manager. It went far beyond tools, processes, and delivery mechanics, highlighting a more fundamental truth: meaningful product leadership – and sustainable career growth – comes from influence. From building trust and aligning people to inspiring momentum without relying on authority, influence sits at the core of real impact.
The session disrupted the notion that progression is earned purely through flawless execution. Instead, it underscored the importance of being intentional about relationships – particularly with my manager – anticipating expectations, aligning on direction, and communicating with clarity and confidence. Mahmoud’s insights on converting sceptics into supporters, leading with grounded confidence, and actively shaping one’s career rather than waiting for validation have given me a more deliberate way to approach my day-to-day work.
Below are the key principles I’m intentionally bringing back into my practice.
1. Product management is ultimately about people
When Mahmoud said, “Product management isn’t about managing products - it’s about managing people,” it deeply resonated.
It reinforces the need to:
- Be more deliberate about building trust with peers, leaders, and cross-functional partners
- Treat influence as something to be cultivated consistently, not only when alignment or approval is needed
Success in product isn’t about controlling outputs – it’s about enabling people to move forward together with shared intent.
2. My manager relationship is foundational
One of the most impactful reminders was that “your manager can make or break your career.”
In practice, that means:
- Proactively understanding what matters most to my manager and helping address those priorities
- Aligning behind the scenes and presenting a united front publicly
- Creating enough trust that my manager can confidently say, “They’ve got this.”
This reframed “managing up” not as politics, but as a core leadership skill.
3. Lead with clarity, conviction, and preparation
Mahmoud challenged us to step into a protagonist mindset - owning ideas and outcomes rather than waiting for direction.
Day to day, this looks like:
- Articulating stronger product visions grounded in user needs and evidence
- Investing in deep discovery so ideas are brought forward with confidence
- Anticipating objections before they arise
- Holding firm convictions while remaining humble and adaptable when new information emerges
4. Build influence without authority – intentionally
The “divide and confer” approach stood out as a highly practical technique:
- Share ideas early in one-on-one conversations
- Adapt thinking through targeted feedback
- Reunite stakeholders around a stronger, collectively shaped direction
It turns influence into a repeatable discipline rather than something dependent on title or personality.
5. Reframe detractors as future advocates
Instead of avoiding resistance, the session reframed detractors as untapped allies.
This means:
- Engaging more closely with dissenting voices to understand their concerns
- Using transparency and dialogue to uncover shared outcomes
- Seeing tension not as an obstruction, but as an opportunity for collaboration
This shift alone has the power to change how conflict shows up in everyday work.
6. Invest beyond your scope – thoughtfully
The concept of “Black Ops Mode” – testing ideas quietly and returning with evidence rather than permission – strongly resonated.
Applied responsibly, it looks like:
- Running lightweight experiments to validate risks or opportunities
- Using data and prototypes to anchor discussions in facts
- Supporting and mentoring others to elevate the broader team
All of this requires discipline: core responsibilities first, initiative second.
7. Be intentional about growth – and honest about limits
The final takeaway offered a grounded perspective on career progression:
- Growth isn’t always vertical; lateral moves can be equally enriching
- If I’m influencing outcomes, leading effectively, and still facing stagnation, choosing to move on isn’t failure – it’s discernment
- Ultimately, career growth is something I must design actively, not wait for systems to deliver
Reflection
Mahmoud’s session offered a more human, strategic, and long-term view of product leadership. What I’m taking into my daily work is a shift from simply performing the role well to leading with purpose – building trust, shaping vision, empowering others, and influencing with authenticity.
It’s a reframing of both my role and my career, and one I’m committed to applying every day.
