Okay, So let me tell you about a time when i motivated the product team.

We were tasked with the launch of a new product line. We were facing the double difficulty of tight deadlines and an inexperienced product and engineering teams.

We were not making much headway and the pressure to launch the product was mounting on us.

I was leading the group of PMs who were working on this product.

I had the option to tell my VP that were not going to meet the tight deadline and we should re visit launch timelines.

Or, i could give my best attempt and take the gamble of meeting the deadline or falling short.

However, i realised that it is better to give a product that has lesser number of features and integrations and give it for sure than go for the best product and probably fail in the process.

I revisited the PRD, i pared down the feature list and even pushed few integrations to Phase 2.

I prepared a new PRD. I showed it to my VP and explained logically how i planned to go with a pared down product but hit the timeline and push the other features to the next sprint.

He agreed to my suggestions.

I then went back to the team and explained to them that the task which seemed huge at the beginning is now much more achievable.

We decided to focus on daily standups with the engineering teams and worked with external and internal stakeholders.

We became more and more convinced and motivated when we started to see incremental progress.

It makes me feel tremendously happy that not only did we hit the launch date and the successive releases but also the product gave us incremental 4 Mn USD Revenue annually.