Leading product in enterprise is different. Many PMs walk into stakeholder reviews to get permission. The better move is to get smarter. You don't present a finished plan and ask for sign-off. You present a rough direction and invite the holes to be poked.

The shift is subtle but massive. Permission-seeking creates defensiveness. Learning-seeking creates partnership. When you walk into a review saying "here's what I'm thinking, what am I missing?" you get different energy than "here's what we're doing, any objections?"

The best enterprise PMs I know have stopped treating stakeholder reviews as gates and started treating them as early warning systems.