Product 101 - Be the one who gets stuff done!

Prioritise Action Over Endless Discussion and Documentation

Barack Obama once said:

“Learn how to get stuff done.”

And if there’s one piece of advice that resonates deeply in the world of product management, it’s this:

Be the person who gets stuff done.

We’ve all been there, stuck in workshops or meetings that spiral into endless discussion with no clear path forward. In product management, conversations can easily turn into black holes of opinions, assumptions, and what-ifs. But the truth is action, not talk is what drives products forward.

Over the years, I’ve seen how endless discussion plays out, and it’s rarely good. I’ve watched entire product teams lose their jobs. I’ve worked for leaders who would’ve gladly shown me the door—if not for one thing: I delivered.

The Discovery Trap

Discovery, research, collaboration—these are all essential parts of the product process. No product manager is an island, and delivering real value requires deep participation and engagement in discovery.

But here’s the trap: the pressure to deliver “the perfect solution” can lead teams to over-invest in research and analysis, delaying action. We can fall into the habit of front-loading discovery to avoid the risks that come with building something imperfect. But delaying action can be just as risky.

This is the discovery trap—where the search for certainty stalls progress.

Why Do Product Managers Get Stuck?

When endless discussions happen, it’s rarely about the product itself. More often, it’s about deeper human behaviours like procrastination, ego, and fear.

1. Procrastination

Sometimes, ongoing discussions are just a way to avoid making tough decisions. If no decision is made, there’s no accountability. It feels safer to keep “talking it through” rather than taking action and risking failure. But the truth is, progress demands decisions—and the courage to stand by them.

2. Ego

Stakeholders (and yes, even PMs) carry opinions and preferences, especially if they’ve been at the company for a long time. They can get attached to how things were done in the past, creating resistance to change. This leads to endless debates about “new” versus “old” ideas, with teams getting trapped in what’s known as “chasing parity”—trying to replicate old systems just to appease resistant stakeholders.

This isn’t about what’s best for the product; it’s about protecting ego. And it stalls innovation.

3. Fear and Insecurity

Some product managers avoid decisive action because they fear confrontation or failure. They try to gain consensus from every stakeholder—an impossible task that leads to inertia.

But here’s the hard truth: if you’re waiting for everyone to agree, you’ll never ship anything.

Product managers need to be pragmatic and decisive. That means making informed decisions, testing them, and adjusting based on what you learn. Hiding behind “research” or consensus is just fear in disguise.

4. Perfectionism is Not an Excuse

“I’m a perfectionist.”

How many times have you heard this used as a reason for delays? But the pursuit of perfection is often just procrastination in disguise. There’s a difference between striving for quality and holding back progress in fear of imperfection.

Remember: perfect is the enemy of done.

Decisiveness is a Superpower

In product management, indecisiveness is a luxury you can’t afford. Yes, making decisions can be risky. Sometimes they don’t work out, and yes, you’ll face criticism. Even when decisions succeed, there will be people who question your process.

But here’s the reality:

• Indecisiveness leads to stagnation.

• Decisiveness leads to progress.

Don’t let fear stop you from owning decisions. And if something doesn’t go to plan? Own that too. Be decisive in your reflection, learn from it, and improve. That’s how you build trust and credibility over time.

Practical Strategies for Prioritising Action

Here’s how product managers can thoughtfully and pragmatically prioritise action over endless discussion.

1. Embrace the MVP Mindset

Focus on delivering core functionalities that solve immediate user problems. Launch quickly, learn from real user feedback, and iterate.

Example: Instead of building a perfect feature, launch the most basic version that delivers value. Use feedback to inform improvements.

2. Implement Agile Frameworks

Adopt frameworks like Scrum or Kanban that prioritise short, iterative cycles. This encourages continuous feedback and adaptability, ensuring that progress is always moving forward.

Tip: Run shorter sprints and regular retrospectives to stay adaptable.

3. Utilise the PDCA Cycle

The Plan-Do-Check-Act cycle is a practical method for testing ideas, measuring results, and iterating quickly. It’s a systematic way to avoid overthinking and keep projects moving forward.

4. Foster a Culture of Experimentation

Create an environment where testing, failing, and learning are safe. Encourage teams to propose and trial new ideas without fear of failure.

Tip: Celebrate learnings from experiments, even when they don’t lead to immediate success.

5. Set Clear OKRs

Define Objectives and Key Results to keep teams focused. OKRs help avoid the trap of endless discussion by providing clear, measurable goals.

Tip: If an initiative doesn’t align with your OKRs, consider if it’s really worth prioritising.

Case Study: The PDCA Cycle in Action

The PDCA Cycle—Plan, Do, Check, Act—is a simple but powerful approach to continuous improvement. It helps product managers avoid analysis paralysis and encourages decisive, data-driven action.

Step 1: Plan

• Identify User Needs through data and customer feedback.

• Define Success Metrics to measure impact.

• Develop a Hypothesis about how to solve the problem.

• Map Resources and Stakeholders so everyone is clear on roles.

Example: You notice users drop off during onboarding. You hypothesise that simplifying the process will improve completion rates.

Step 2: Do

• Build a prototype or MVP.

• Run a controlled test (like an A/B test).

• Document findings as they emerge.

Example: Launch the simplified onboarding flow to 20% of users to gauge impact.

Step 3: Check

• Review data and analyse results.

• Gather qualitative feedback to understand the “why.”

• Look for unexpected insights.

Example: The new flow increases completion by 12%, but one step confuses users.

Step 4: Act

• Refine the solution based on feedback.

• Standardise success by rolling it out broadly.

• Retest or pivot if results are mixed.

Example: Adjust the unclear step, run another test, and if results hold, launch it to all users.

Key Takeaways for Product Managers

1. Start Small: Avoid over-analysis. Launch controlled experiments first.

2. Iterate Quickly: Short feedback loops help you adapt faster.

3. Be Data-Driven: Use real outcomes to shape your decisions.

4. Build a Learning Culture: Treat every experiment—success or failure—as a learning opportunity.

Final Thoughts

Progress in product management doesn’t come from endless discussion or perfect plans. It comes from taking action, testing ideas, learning from mistakes, and moving forward.

Don’t wait for perfect. Don’t wait for consensus. Just start. And remember:

Be the person who gets stuff done.