How not to sell your idea at work

“I work for a business strategy company that encourages input from employees on ways to expand our menu of services. Every few months we have a ‘Pizza & Deals Day’, where employees are encouraged to introduce new marketing programmes.

“After lunch we listen to presentations from colleagues. Some are well thought out and worthwhile – while others, poorly thought out, hurt the employee’s credibility and tenure. I have two good ideas but I don’t want to kid myself. Do you know any evidence, video or anything that would That help me? Thanks, Don.”

Avoiding wrong steps enhances your chances of acceptance

Don will get a good favor by grabbing a copy of The HBR guide to building your business case: Telling a compelling story, identifying stakeholders, and analyzing risk and return. I recently had an interview with the book’s author, Ray Sheen. Reading this excellent number-based approach to turning a proposal into reality, it was clear that Ray understood the mechanics of reaching an audience of internal decision makers and persuading them to join an idea developed by a colleague.

He is Head of Product and Operations Innovation, based in Greenville, and his company trains and consults in the areas of technology deployment and digital transformation. He is also an Assistant Professor of Business at Southern New Hampshire University. With a BS in Mechanical Engineering from the US Air Force Academy, and a MSc in Astronautical Engineering from MIT, Sheen is one of the most interesting people I have had the pleasure of interviewing this year.

Presenting your idea at home: Don’t do it the wrong way

You asked him to decide what to avoid if your new idea or concept is to have a real chance of acceptance.

1. Fail to know your audience. I assume they will understand what you are talking about.

Archaeology: Without explaining which parts of the business are affected and how your idea will make money, decision makers will not understand or agree with it. So, find out about the review board members and their education, experience, and responsibility in the field you’re discussing.

2. Not knowing the management “quick button” issues.

Archaeology: What is the main strategic initiative they are working on now? The most popular today is sustainabilityAnd the ESG (Social Environmental Governance) and Supply Chains. If your suggestion affects one of these, they will be interested, and if not, they may not be.

3. Fail to explain the consequences of both doing/not doing the project – financially.

Archaeology: If they don’t see a negative consequence of standing still and doing nothing, they’ll take on another project, not yours. Always keep that in mind money It is the language of work.

4. Fail to Present Your Proposal as a Live Story!

Archaeology: Numbers alone make people sleep. The audience wants the speaker to live the presentation. A good story helps them capture and experience your vision of what the opportunity will create.

5. Failure to verify the accuracy and consistency of the information provided.

Archaeology: If you tell them on page 1 that the project costs 1 million dollars, and then on page 10, the number jumps to 5 million dollars, you have just destroyed any confidence the decision makers had in you! Therefore, a third party must correct your material, as we ignore typos and other errors.

6. Make your handouts vague so that no one who didn’t attend the presentation can determine how desirable the project is.

treatment: Ensure that even without attending the presentation, your ideas can be pursued using the written material alone.

7. When there are multiple options, do not tell the audience which ones you prefer.

Archaeology: They will question your ability to make decisions. Always remember that when you get involved in the feasibility study advocacy role, your credibility is on the line.

8. Be unprepared for a yes or no answer.

Archaeology: If yes, are you ready – and can you describe the next step? If you’re not ready for “what’s next,” the proposal may be approved but won’t take off.

If they say no, then at an appropriate time, reach out to the decision maker and ask them for their opinion. Be polite. Make it clear that you care about the organization.

Maybe they don’t trust the numbers or your plans for execution are not well presented. They may like the idea but can’t say yes because they don’t trust the implementation. If you don’t have a well-thought-out plan, you happen to be a dreamer rather than a doer.

9. Fail to anticipate questions.

Archaeology: This undermines confidence in your ability to manage the project or implement the solution. lose face It could put your business at risk.

10. Veep! making stuff!

Archaeology: Your credibility has been destroyed. Once the top managers decide you’re lying, you’ll never take much responsibility. You have proven that you cannot be trusted.