The Phases That Make or Break Product Implementation

Most of us PMs have been there — the strategy deck is polished, the market research is thorough, and the customer insights are sharp. It feels like the hard part’s over, right?

Not quite.

The truth? In product leadership, the real work starts after you think you’re finished.

The Problem

You can nail the analysis, craft a brilliant product concept, and still watch it sink into the slow fade of “nothing happens.”

Why? Because you skipped the middle.

Marshall Goldsmith, in What Got You Here Won’t Get You There, lays out seven phases every successful project must go through to get buy-in and make it to implementation. Too often, people jump from phases 1, 2, and 3 straight to phase 7 — wondering why nothing changes. For PMs, skipping the middle phases is the fastest way to let good ideas quietly die.

The middle isn’t a formality. It’s where trust is built, influence is earned, and momentum becomes unstoppable.

The 7-Phase Map to Real Buy-In

Here’s how these seven phases translate into the product world — and why phases 4–6 are your secret weapons.

Phase 1 — Assess the Situation

Go into full discovery mode. Talk to customers, dig into data, review support tickets, shadow users, and explore competitive products. Your goal here is to understand the full context before you make any assumptions.

Phase 2 — Isolate the Problem

Focus is everything. Move from a vague “we need growth” to a specific “we need to reduce onboarding drop-off by 20% in the first week.” The more precise your problem statement, the easier it is for others to rally behind it.

Phase 3 — Formulate the Approach

This is where you map out the plan: MVP scope, success metrics, timelines, and potential risks. But remember — this is still just the blueprint. A plan without buy-in is just paper.

Phase 4 — Woo Up

Secure executive approval by speaking their language. Highlight ROI, strategic alignment, and risk mitigation. Understand their priorities and frame your solution as the bridge to their goals.

Phase 5 — Woo Laterally

Your peers in design, engineering, data, marketing, and operations can accelerate or stall momentum. Influence here comes from collaboration, empathy, and making sure they see how your plan helps their goals too.

Phase 6 — Woo Down

Your team’s acceptance isn’t automatic. They need to feel connected to the vision and understand the “why” behind the work. Bring them into discussions early so they’re co-owners, not order-takers.

Phase 7 — Implement

Now the building begins — but with the advantage of political, social, and emotional capital already banked, so you’re not re-selling the vision every step of the way.

Why the Middle Matters

Skip phases 4–6, and it’s like launching without onboarding flows — technically possible, but adoption will be poor. These aren’t “soft skills” to check off; they’re the glue that turns your project into our project.

Middle phases are where alignment is forged. They ensure no one is surprised, under-informed, or resistant when the work starts.

Diagram created by Richil Cheng for medium article sharing purpose only. This diagram is adapted from the original 7-phased concept in Marshall Goldsmith’s What Got You Here Won’t Get You There.

Key Lessons for Fellow PMs

• Map Your Stakeholders Early — Identify who sits in each phase and tailor your approach to their priorities.
• Customize the Pitch — Execs want ROI and risk management, peers want clarity and alignment, teams want purpose and connection.
• Block Time for Influence — Schedule it like you would a sprint review. Influence isn’t extra work — it is the work.
• Celebrate Micro-Commitments — Small yeses lead to big yeses. Every nod, email reply, or side conversation matters.
• Don’t Rush the Middle — Influence takes patience. Think in terms of a campaign, not a one-time meeting.

A Story from the Field

Early in my career, I scoped a set of new features for a SaaS product aimed at entering a new customer segment. My analysis was solid, the strategy clear, and the execs loved it — Phase 4, check. But I skipped Phases 5 and 6 entirely.

Engineering felt blindsided by the complexity. Marketing didn’t feel ready to explain it to customers. My direct team executed, but without passion or urgency.

We shipped on time… and it flopped. Half way through the project was cancelled because the new features don’t show enough of “traction” or “proof” that this is working.

The lesson was clear to me: approval is not agreement, and agreement is not acceptance. Momentum requires securing trust and buy-in in all directions.

Applying This to Your Next Product

Before your next roadmap or milestone planning session, take a fresh look at your current initiatives. Map where each one falls within the seven phases. Ask yourself: Who have I “wooed” and who have I overlooked? Where might resistance be quietly taking root?

You might find that investing just an extra week in Phase 5 or Phase 6 could save you months of friction later. Taking this time helps surface potential risks early, allowing you to address them before they derail progress. It can be the difference between a product that fades away due to hidden opposition and one that gains the steady support needed to succeed.

Closing Thought

Great ideas don’t just need a solid strategy — they need the wind of buy-in filling their sails from every direction.

Ideas rarely fail because of bad planning. More often, they falter from skipped conversations — the moments where alignment could have been built but wasn’t.

So, which “woo” phase do you need to show up for next? Who’s still waiting to hear from you? And which phase do you personally find the most challenging to navigate?

I’d love to hear your stories and lessons learned — share them in the comments so we can all grow from each other’s experiences.