Bridging the Gap
How Product Managers Can Actually Communicate Between Engineers and Stakeholders Without Losing Their Minds

If you’ve worked in product long enough, you know the hardest part isn’t necessarily timelines or roadmaps, it’s communication. It’s being the translator between two very smart but very different groups: engineers, and stakeholders. It’s a role I’ve come to love, but it takes effort. So here’s my take on how to make life easier when you’re right in the middle, trying to keep everyone aligned (and ideally, happy).

You’re Not Just a PM, You’re a Translator

When I first moved into product, I thought the biggest challenges would be technical complexity or prioritisation. Nope. It’s language. Engineers talk in tech debt and edge cases. Stakeholders talk in revenue and ship dates. Both are valid.

Your job isn’t to pick a side, it’s to speak both languages. And no, Google Translate doesn’t help (I checked). You’ve got to take something deeply technical and distill it down so stakeholders don’t glaze over. And vice versa, explain the drivers behind business requests in a way that makes sense to devs without sounding totally vague.

Bridging the communication gap between engineers and stakeholders
Communication strategies in product management

So How Do You Do That? A Few Things That Have Worked for Me:

  • Listen First - Don’t assume you know what they mean, ask. Whether it’s a dev explaining a dependency or a stakeholder asking “Can it go faster?”, dig a bit. Clarify. It’ll save you headaches (and rework) later.
  • Frame it Right - Context is everything. If a dev is talking about optimizing load time, help the business understand why that impacts retention. If a stakeholder wants a flashy new feature, explain the technical tradeoffs, not to block progress, but to make smart decisions.
  • Balance the Pull - Your engineers will (rightfully) care about doing things right. Your stakeholders will (rightfully) care about shipping and ROI. Guess who stands in the middle? Yep. That’s you. Triage like a pro, find compromises, and always link back to the product vision.
  • Keep Roadmaps Honest - I’m a big fan of visual, realistic roadmaps. Not fantasy wishlists. Be clear about what’s coming, call out risks, and don't be afraid to say, “this might shift.” It builds trust, and actually gives your team the space to do their best work.

What Not to Do (Learned the Hard Way)

:
  • Assuming Everyone Knows the Same Information - Saying “Oh, they’ll get it” is dangerous. They probably won’t. Spell things out. Even better, tailor how you explain based on your audience.
  • Don’t Over-Explain Either - Your stakeholder doesn’t need to know what a serverless architecture migration involves. Unless they ask. Keep it high-level and focused on outcomes, you’ll hold their attention (and avoid meetings that go nowhere).
  • Don’t Leave Rooms Without Clarity - It sounds basic, but make sure everyone walks away knowing who’s doing what, by when. A great conversation with zero follow-up is just noise.
Avoiding common communication pitfalls in product management

Wrap-Up

Product management is a constant juggling act, but communication is what keeps everything on track. Do it right, and you’ll have teams that feel focused and empowered, and stakeholders who trust your process.

It takes empathy, patience, and a decent internal BS translator. But when it clicks? That’s when the magic happens.