Escalate only when you've exhausted options and need higher-level input; give concise context, outline options, and state a clear ask to avoid over- or under-escalation.
Escalation is a tool, not a default. Good product managers treat it as a last-resort step after they've tried every reasonable solution themselves. The piece argues that knowing when to involve your boss is as important as the decision itself.
The article recommends starting with an honest conversation with your manager to define the boundary between issues you own and those you should raise. It suggests asking two questions: do you lack the knowledge needed to decide, and have you truly exhausted all possible actions? If the answer is yes, escalation is warranted.
When you do raise an issue, be concise. Provide just enough context to understand the problem, list the viable solutions with their trade-offs, and highlight any impact on customers, revenue, or operations. End with a specific request-whether you need a yes/no, a decision deadline, or simply awareness of a future risk.
By following this disciplined approach you avoid the two extremes of constant escalation that erodes credibility and never-escalating that leaves hidden risks to surface later. The result is a more productive relationship with leadership and smoother product delivery.
Check out the full stdlib collection for more frameworks, templates, and guides to accelerate your technical leadership journey.