How many times have we said or heard “I’ve had a great idea, but my manager is too dumb/lazy/busy to make it happen”? Heaps?
The challenge is that having the great idea is always the easy bit; convincing others of your genius is rather more difficult. So here are 3 things to consider when selling your big idea. It’s a matter of perspective. Success will be viewed differently by different stakeholders. The Sales Manager wants something they are excited about selling, the Finance Manager wants good cash-flow, the GM wants to hit budgets and show their initiative. If you are going to pitch a great idea, consider who will influence the decision to pursue it, what their perspectives are and you can then make sure you hit their hot buttons. But it’s style too. What makes a pitch interesting will different for different people. Detail and figures will bore many sales leads who may find diagrams and pictures more engaging, though a lack of them will frustrate finance managers and engineers. The GM or VP may need to understand the vision and the practical steps needed to execute the great idea. So, it’s not just identifying the perspectives of different stakeholders, it’s deciding how to communicate with them to engage and excite each person. Timing is key. If your idea needs funding or has an impact on sales or any other part of the budget, the chance of it being adopted shortly after budgets have been set is diminished. In many large organisations, reallocating funds and resources mid-year can be complex and a distraction. Influence the right people in the right way as the budgets and resources are being allocated makes it easier for everyone to say yes. So remember, the boss is unlikely to be an ass, but they and their leadership team will have a bunch of styles and perspectives that must be considered. If you understand the audience and get the timing right, your great idea is far more likely to be the businesses next great idea ere to edit.
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3/10/2022 08:37:50 pm
Thank you so much! I hope to hear more updates from you.
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