| Have you ever experienced a situation where | | | | Even one benefit that is not legitimate or |
| your boss didn't seem interested in listening to | | | | defensible may serve to make the entire list |
| your ideas? Have you ever been frustrated by | | | | suspect in the mind of the decision maker. |
| not being able to get to first base selling a | | | | Question 3: How long will it take? |
| worthwhile concept to upper management? Have | | | | Time is money. Therefore, we need to offer |
| you ever been tempted to stop trying all | | | | decision makers a realistic expectation of the time |
| together? If you answered "yes" to any of these | | | | required to get our recommendation up and |
| questions, maybe you need to brush up your skills | | | | running. However, contrary to my earlier advice |
| in the fine art of earning the right to be heard. | | | | regarding question number one, always |
| I would suggest there are four questions that all | | | | over-estimate the length of time expected for |
| decision makers need to have answered before | | | | the project to be completed. Create a specific |
| they can comfortably and confidently approve | | | | implementation plan that will allow you to position |
| any idea. For those of us able to both identify | | | | yourself in such a way as to always be under |
| these four questions and formulate appropriate | | | | time and under budget. |
| answers for each, the probability of our concerns | | | | Question 4: What happens if we don't do it? |
| being heard and acted upon increases greatly. | | | | This is a favorite question of many decision |
| Consider the following four. | | | | makers. After listening to your well-prepared case |
| Question 1: How much is it going to cost? | | | | for a certain action to be taken, many decision |
| No self-respecting manager would ever approve | | | | makers may seem compelled to consider the |
| any proposal unless armed with this answer. | | | | downside of the equation. Don't despair, prepare. |
| Therefore, take the time to do your homework | | | | Prepare yourself with a ready response for this |
| up-front. Be prepared, but be honest. Never | | | | predictable question. My suggestion? "Boss, if you |
| over-estimate or pad the numbers! Others may, | | | | decide not to approve this proposal, I will accept |
| but for those of us wishing to earn the right to | | | | your decision. However, let me remind you of the |
| be heard, the risk is too great. If decision makers | | | | benefits which will not be realized as a result of |
| believe you're playing games with them, they | | | | your decision here today." Then immediately refer |
| may let you play somewhere else. | | | | to the earlier list of legitimate and defensible |
| Question 2: What are the benefits? | | | | benefits. |
| This may be the most important question to be | | | | Will leaders always be successful in getting what |
| answered. Benefits serve decision makers as both | | | | they want when following the approach outlined |
| reason and motivation for taking action. | | | | above? Of course not. However, even if we don't |
| Whenever we sell any idea we should be | | | | get what we want, we may still be successful in |
| prepared with as many tangible benefits as | | | | creating quality "face time" with the appropriate |
| possible. However, be careful. Only benefits which | | | | decision makers. After all, the first step to getting |
| are legitimate and defensible should be included. | | | | to "yes," is earning the right to be heard. |