How to Know When to Decide Alone vs. When to Involve Your Team?
The simple framework that helps you balance speed and team buy-In.
As I sit in an airport terminal waiting for my flight, I realize that even the smallest decisions I made today were influenced by the same principles that guide high-stakes product marketing choices.
What should I wear to speed up the TSA process? A simple A1 (Autocratic 1) decision. I made the choice alone based on past experience.
Should I drive myself to the airport, take an Uber, or get a lift from my husband? This was a decision we tackled together. We considered factors like cost, convenience, and timing: an example of a C2 (Consultative 2) decision where we discussed the options collectively and weighed the pros and cons before making the best choice. While driving myself would have given me the most control, taking an Uber would have eliminated the hassle of parking. In the end, getting a lift from my husband proved to be the most efficient and stress-free option.
These small but important decisions reflect the structured approach the Vroom-Yetton model brings to leadership and marketing strategy.
The framework that helps you decide without second-guessing
Developed by Victor Vroom and Philip Yetton, this model isn’t just an academic theory, it’s a practical toolkit for structured decision-making.
Think of it as an interactive roadmap that not only helps you determine the best leadership style but also adapts to various decision scenarios by considering factors such as urgency, team dynamics, and the complexity of the problem at hand. Unlike rigid, one-size-fits-all approaches, the Vroom-Yetton model recognizes that different decisions require different levels of collaboration.
Why product marketers should care
In product marketing, every decision has ripple effects. Should we shift our messaging in response to a competitor’s move? Should we go all-in on a new channel? Do we prioritize acquisition over retention? The challenge isn't just in deciding but in determining who should be involved in the decision. In fast-moving environments, balancing speed and inclusivity can be the difference between seizing an opportunity and missing it. For instance, a delayed decision on repositioning could mean a lost market advantage, something no product marketer wants to face.
How the model works
Imagine you're at a crossroads. One path leads to an autocratic decision, where you call the shots alone. Another path takes you down the democratic road, where your team’s input guides the way. The Vroom-Yetton model helps you decide which path to take based on factors like:
Decision Quality – How critical is it to get this decision absolutely right?
Information Availability – Do you already have the necessary insights, or do you need input from others?
Team Commitment – Will the success of the decision depend on team buy-in?
The model outlines five leadership styles based on these considerations:
A1 (Autocratic 1) – You decide alone based on what you already know.
A2 (Autocratic 2) – You collect information from your team but still make the decision yourself.
C1 (Consultative 1) – You consult team members individually but make the final decision yourself.
C2 (Consultative 2) – You discuss the issue collectively with your team and seek suggestions before deciding.
G2 (Group 2) – The team collectively makes the decision.
Applying the model in product marketing
The beauty of the model is its adaptability. Let’s explore real-world product marketing scenarios where different leadership styles come into play:
Scenario 1: Should we pivot our product messaging based on customer feedback?
Best fit: C2 or G2 – Messaging changes require cross-functional alignment. Gathering input from sales, customer success, and leadership ensures a decision that resonates.Scenario 2: Which feature should we prioritize in the next launch?
Best fit: C1 or C2 – Input from UX research and customer data is valuable, but a single leader may need to make the final decision to maintain efficiency.Scenario 3: Should we increase budget allocation to paid social campaigns?
Best fit: C1 or A2 – The decision benefits from data-driven input but often requires a leader to act decisively.Scenario 4: How should we respond to a competitor’s aggressive pricing strategy?
Best fit: C2 or G2 – This requires strategic discussions across marketing, finance, and product teams to align on the best approach.
Common pitfalls in decision-making
While the model provides clarity, decision-making is never without challenges. Here are some common pitfalls product marketers should avoid:
Over-consultation leading to decision paralysis
Engaging too many stakeholders can slow decision-making to a crawl. If a quick response is needed (e.g., responding to a PR crisis), an A1 or A2 approach may be more effective than a prolonged group discussion.
Ignoring team buy-In
Decisions made without team involvement can lead to poor execution. For example, a marketing campaign that launched without consulting the sales team might fail to address customer objections, resulting in weak conversions and poor alignment between departments. If your marketing team isn’t aligned on a new messaging shift, their campaigns will lack consistency and impact. For example, if leadership pushes a new value proposition without engaging sales, adoption may suffer.
Relying too much on intuition
While gut instinct plays a role, relying solely on it can lead to biased or uninformed decisions. Structured frameworks like the Vroom-Yetton model help balance intuition with logic.
Becoming a more strategic decision-maker
Great product marketing isn’t just about creativity, it’s about making the right calls at the right time. The Vroom-Yetton decision model provides a structured way to determine when to be directive, when to consult, and when to collaborate fully. By applying this model thoughtfully, product marketers can lead with confidence, ensuring that their decisions are not just good but great.
And speaking of strategic decisions, I wore my Kizik shoes to the airport. Because while they look like cool sneakers, they slip on and off effortlessly without having to use my hands, making me the most efficient flyer at the security check queue.
Bonus points: they also saved me from taking more steps than necessary in my socks on that grimy airport floor (yuk). That was my best decision today!