Seek input on roadmaps and designs, sharing your early thinking and ideas. Take ownership of scheduling reviews proactively. Give your executives an opportunity to contribute to at every stage, and aim to get confirmation from anyone who could potentially swoop-in later that “Yes, I understand and agree with these plans.” Be extra vigilant if you sense hesitation about your plans, and follow up 1:1 to understand where the disconnect may be.
Addressing executive swoop-ins
Julie Zhuo

The only problem I have with this is that it creates a lot of overhead. In sum maybe even more than dealing with a few swoop-ins.

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