How to Present Your Ideas So They Have the Best Chance of Being Sold
Have you ever proposed an important change and those in charge stubbornly refused to back your ideas? Before labeling these apparent obstacle-mongers as People Who Are Hopeless, consider whether your inability to persuade them could be because your proposal was one-sided, misdirected, or poorly packaged. To persuade managers, stakeholders, or customers to support your ideas, keep these points in mind.
Identify the decision makers. Focus your case on two kinds of individuals: those who make decisions and those who can influence the decision makers. Decision makers are those high enough on the totem pole to approve your recommendations. Influencers are people who have the ear and the respect of the decision makers and can help you gain their attention. Making your case to anyone else is fine for dress rehearsal, but they may have little or no clout in helping you achieve your goal.
Consider how the decision makers like to receive information. This is the issue of communication preferences. For example, if the decision makers prefer to receive information in writing, crank up your word processor and pump out the verbiage. If they favor colorful charts, go for the old red-green-blue. Don’t heap tedious detail on those who prefer information concisely stated. Consider what you know about these people, and seek input from colleagues. In persuading others, how you make your case is as important as the case itself.
Emphasize benefits. People want to know why they should care, so take the time to understand their priorities, fears, and concerns. Keep in mind the notion of loss aversion: People often fear loss more than they relish gain. Therefore, you may want to frame benefits not just in terms of what the person stands to gain by accepting your ideas (such as increased revenue, decreased costs, faster throughput, higher quality, fewer defects, happier customers, etc.) but also in terms of what the person risks losing if your ideas aren’t adopted.
Be willing to compromise. In persuading, just as in negotiating, the ideal result is a win-win outcome. Therefore, consider what you are willing to give in order to get what you’re seeking. Delightful though it would be, you can’t count on having everything your way. Remember, getting some of what you want in the near term is better than getting everything you want in 2096. By then, you’ll probably be planning for retirement.
Be a patient persuader. If the measures you’re proposing require the decision makers to commit time, effort, resources, or a change in policies or processes, go slowly. For many people, accepting new ideas takes time. In rare instances, a compelling case will yield an overnight agreement. Most of the time, though, you’ll find that patience is more than a virtue; it’s a necessity.
