A short piece on how product leaders talk about strategy. Notice the phrases in bold — they're all verb + noun combinations.
Every strong product team starts by setting a long-term vision — a simple picture of where the product should be in three to five years. Without it, the roadmap becomes a list of unrelated features, and every request from sales or management feels equally urgent.
A vision alone isn't enough, though. Good product leaders identify a market opportunity that others are missing, and then make trade-offs. Saying yes to one big bet means saying no to several smaller ones, and the team needs to hear that openly rather than discover it later.
Every initiative should also align with business goals. If a feature can't be linked to revenue, retention or growth, it's very hard to defend when resources are tight.
Finally, leaders need to justify their decisions so the team understands the "why", not only the "what". And a strategy is only real if you measure success with a few metrics that everyone agreed on in advance.
Verb + noun collocations from the text. Tap each card to reveal the meaning.
Six chunks for explaining your vision and reasoning out loud. Tap each card to reveal the meaning, then we'll talk about it.
Tap a phrase, then tap the blank it belongs in.
Present the vision for your platform for the next 12 months to your team. Explain where the product is going, why you chose this direction, which trade-offs you made, and how you'll measure success. I'll play a team member who challenges you with "Why this and not something else?"
Use the collocations to describe the strategy and the phrases to explain the reasoning.
Four decisions, four audiences. For each one, explain the "why" out loud — using today's phrases.
Four short tasks to lock in this week's language. Should take about 15–20 minutes total.