A continuación, te explicamos cómo puedes manejar a un jefe que cambia con frecuencia las prioridades y los objetivos en el marketing de productos.

Change the sharing settings of the G-Drive to 'view only' for your boss. This will make it difficult for them to update the goals and priorities in any project plans.

Ask yourself, are the changing goals due to a dynamic and changing market or chaos in the management style? If it’s the latter, push for change or look to move away. If it’s the former, then adapt.

Implementing Trello for project visualization and Slack for seamless communication transformed how our marketing team synced with leadership. At one juncture, we faced a project pivot that initially seemed misaligned with our goals. Through a dynamic Trello board, we visualized the strategic shift in real-time, fostering an open dialogue on Slack that addressed hesitations and solidified understanding. This approach not only aligned our strategies swiftly but also cultivated a deeper trust in leadership decisions. Embracing these tools helped us turn potential roadblocks into stepping stones, demonstrating the power of digital facilitation in enhancing team alignment and transparency.

Some of the most rewarding experiences that I have had as a product manager have been those that were unplanned or unexpected. Consider your appetite for flexibility before getting into product marketing / management. Your willingness to pivot to changes in market dynamics, corporate strategy, and disruptive technologies will ensure that your products / business can withstand the peaks and valleys of product marketing / management. Adopting an adaptable, learner's mindset will serve you tremendously personally, while demonstrating your commitment to the team and company's broader needs.

I used to work for companies where the culture was to initiate the changes bottom up. Therefore, I would do all the above, document it and build my own case of pros/cons i.e. how focus shifts is diminishing the impact of our efforts and where we are creating collateral damage and ask my boss for the discussion. I would seek to understand his/her reasons behind swift changes and underlying fears and them present or explore together some ideas how to change addressing everyone's concerns. I would not recommend this approach in a company not open for this approach :)