Becoming a visionary isn’t about being told you’re one and spending your days ideating. You’re an asset to your corporation, actively paid for and expected to deliver immediate results.

To expand your scope beyond “backlog management,” follow these two simple yet time-consuming steps:

1. Be curious and ask questions about the dynamics leading to decisions that shaped your product’s current position. Sometimes, seemingly irrational decisions have rationales you may not agree with.

2. Begin by developing a solid understanding of the current market conditions before presenting well-conceived ideas. I am confident that your peers and leaders will not dismiss sound concepts that enhance your product or team. However, if they do, it is essential to evaluate the appropriateness of your current work environment. This principle applies to all levels of responsibility. If you do not perceive opportunities for taking on more significant projects after successfully completing smaller ones, it may be worthwhile to reassess whether your current work environment is suitable for your growth and development.

Repeat these steps until you naturally become an expert in your area and can be seen as a leader. That’s how you can drive vision in engineering or product management: knowing what you’re talking about while also being open to learning new things.