As product marketers, we often find ourselves at the crossroads of creativity, data, and corporate strategy. But there’s one more vital element that is often overlooked: emotional intelligence (EQ). 

In my experience, emotional intelligence can be the key to unlocking buy-in from skeptical stakeholders, overcoming internal resistance, and ultimately driving success. 

A recent campaign I led taught me how essential EQ is to navigating the complex world of product marketing leadership, and I want to share that journey with you.

Understanding emotional intelligence in leadership

Before diving into my story, let’s briefly define what emotional intelligence entails. At its core, emotional intelligence is the ability to recognize, understand, and manage your own emotions, while also being able to recognize, understand, and influence the emotions of others. 

In a leadership role, this means more than just understanding the numbers or developing a compelling campaign. It requires the ability to empathize with stakeholders, read the room, and navigate the sometimes choppy waters of organizational politics.

For product marketing leaders, this often means aligning disparate teams – each with their own agendas and perspectives – and ensuring that the direction we’re heading in is cohesive, strategic, and supported across the board.

The brand partnership challenge

Recently, my team and I faced a significant challenge that tested my ability to apply emotional intelligence in a real-world scenario. We had identified a potential brand partnership that we believed could be a game-changer for the quarter.

This partnership not only had the potential to drive awareness but could also help us exceed our revenue targets. In short, it felt like a win-win.

However, not everyone was on board. A few key leadership stakeholders raised concerns about the perceived negative brand association. Their objections were understandable: they feared that aligning with this particular partner could dilute our brand’s reputation and credibility. 

While my team was eager to move forward, the leadership’s hesitance was a roadblock we couldn’t ignore. I had to find a way to bridge the gap.

Applying emotional intelligence to address objections

At the time, I had been diving deep into a few audiobooks on emotional intelligence. I realized that this was the perfect opportunity to put what I had learned into practice. Instead of getting defensive or frustrated by leadership’s objections – which would have been my initial reaction years ago – I decided to take a different approach.

The first step was to actively listen to each stakeholder’s concerns. I scheduled individual conversations with those who were opposed to the partnership. 

In each meeting, I focused on listening rather than presenting counterarguments right away. I asked open-ended questions to better understand their perspective, and I made sure I could articulate their concerns as well as, if not better than, they could themselves. This approach not only demonstrated empathy but also showed that I genuinely valued their input.

The power of empathy in leadership

One of the key tenets of emotional intelligence is empathy – the ability to understand and share the feelings of others. In this situation, empathy allowed me to step into the shoes of the leadership team and see the partnership through their lens. They weren’t trying to undermine the project; they were trying to protect the brand and ensure long-term success.

By acknowledging their concerns instead of dismissing them, I built a level of trust that wasn’t there before. Empathy became a tool for connection, enabling me to shift the conversation from adversarial to collaborative. It’s amazing how much more productive discussions can be when everyone feels heard and understood.

Using data to support an emotionally intelligent strategy

Once I had thoroughly understood the objections, it was time to look for solutions. I knew that simply pushing back with our excitement for the project wouldn’t be enough. To overcome their concerns, I needed solid data and a compelling rationale.

My team and I did some research and discovered that several larger, more prominent brands had recently partnered with the company in question.

These were brands that our leadership admired and respected – companies that had even stricter brand integrity standards than we did. Armed with this evidence, I was able to present a well-rounded argument.

But here’s where emotional intelligence came into play again. Instead of simply presenting the data and expecting leadership to change their minds, I tailored my presentation to align with their concerns. 

I framed the argument in a way that resonated with their emotional and strategic priorities: if these well-established brands deemed this partnership a worthy risk, it was likely a calculated and well-thought-out decision. I also highlighted the potential upside for our brand, focusing on how this partnership could boost our perception and revenue simultaneously.

Achieving alignment and exceeding expectations

Reluctantly, leadership agreed to move forward with the partnership. I say “reluctantly” because emotional intelligence doesn’t always result in unanimous enthusiasm right away – but it can lead to alignment. Sometimes that’s all you need to move ahead, especially in product marketing where swift execution is often critical.

In the end, the campaign was a resounding success. Not only did we exceed our targets for the quarter, but the partnership also enhanced our brand’s credibility and opened doors for future collaborations.

More importantly, the experience deepened my relationships with leadership and taught me the immense value of emotional intelligence in product marketing.

Key takeaways for product marketing leaders

Active listening is your best ally

Often, the most effective way to overcome objections is by actively listening to your stakeholders. This involves hearing not just their words but also the emotions behind them. By showing that you truly understand their concerns, you create a foundation for mutual respect and collaboration.

Empathy drives trust

Empathy is about more than just understanding someone else’s feelings; it’s about making them feel understood. In product marketing, this can be the key to turning potential adversaries into allies. When stakeholders feel heard, they are more likely to engage in productive dialogue.

Data and emotional intelligence work hand in hand

It’s not enough to have the right data; how you present it matters just as much. Tailoring your message to align with the emotional and strategic priorities of your audience can make all the difference. Emotional intelligence allows you to frame data in a way that resonates with stakeholders on a deeper level.

Emotional intelligence is an ongoing practice

Emotional intelligence isn’t a one-time fix; it’s an ongoing practice that requires constant self-awareness and refinement. As product marketing leaders, we need to cultivate this skill set just as much as we focus on our technical abilities.

Conclusion

Product marketing leaders are often under pressure to deliver results quickly. But without the right level of emotional intelligence, even the most well-crafted campaigns can fall flat. 

By applying EQ principles like empathy, active listening, and thoughtful communication, we can navigate the complexities of stakeholder management and lead our teams to success.

Emotional intelligence is not just a “soft skill” but a strategic asset. For me, this experience was a powerful reminder of how EQ can be the difference between a good idea staying on the whiteboard and a game-changing campaign exceeding expectations.