In almost every sales class taught and in almost every sales book written, two basic principles emerge: A client won’t buy a product they don’t believe they need and, they won’t buy from someone they don’t trust. These are two important points to keep at the top of your mental list when preparing to sell an idea or concept to your CEO, your Board of Directors, or anyone else who stands between the great concept in your head and its implementation in your organization. Let’s take a look at the second principle first and discuss three important ways for you to win the trust of those who must consider a concept you present. Make sure you are presenting your concept optimally by presenting yourself in the right way.
A. The old adage that “timing is everything” is never truer than when trying to introduce a new concept or innovative idea. If your Board meets for an entire week for long periods of time each day, then trying to get and keep their attention, much less sell them on your idea, at the end of the last day when they are all running for the airport isn’t a smart idea. Make sure that you schedule a time to talk about new projects when everyone is fresh and open to them. Also, ensure that your idea is the right idea at the right time for the organization. A group whose yearly focus is on membership retention may not be willing to consider an idea, no matter how good it is, relating to staff training. You may hinder your chances of presenting that or any other idea at a better time if you earn a reputation for not being focused on your organization's current needs.
B. Knowing your audience is critical to receiving a positive reception when presenting new ideas. If your Board is a group of highly visual learners and your presentation does not use visual aids, you probably do not have a chance for any real endorsement. Most people in leadership positions have limited time to entertain a new idea. Make sure that you present your idea in the way they prefer to receive their information, whether it’s PowerPoint or a spreadsheet.
Busy people need things that are easy to grasp and easy to visualize as a success. “If an idea can’t be presented and explained in a clear way, in a reasonable amount of time, and in a way that a group of people can understand it, it probably isn’t going to be an idea that will be easy to implement”, explains Jeff Millsaps, Manager of Information Technology for Hyatt Corporation.
Kristen Mulvaney believes that, “every presentation must be able to completely and logically fit on one sheet of paper.” It not only allows someone who only wants the basics a good overall view of the plan, it ensures that the presenter has thought through the process.
C. If your concept must pass through a committee, make sure at least one committee member is an ally ahead of time. Find someone who either has a personal interest in the particular subject area of your idea for instance, the membership liaison is the perfect person to champion an idea about membership retention. Make sure you prepare your ally to handle any initial objections that may arise in the beginning of any debate because often orphan ideas are killed before they are thoroughly reviewed.
After you have researched the best time and the best method of delivery and your credentials as the messenger have been accepted, there are four things that must happen to get an idea moving forward.
1. You must lead with a current and somewhat serious problem or hindrance that your idea can solve or relieve. “Prior to about 2000, all a technology had to be was new to be embraced. Now its features/benefits have to be obvious in the very beginning before something will be considered,” says Millsaps. Your presentation must begin and end with your solution prominently named and explained
2. Future benefits have to be mentioned, if not completely explained. A new technology that can immediately handle a problem for up to five employees won’t be of much interest to a three employee company with a near future plan to add 20 more. To increase your chances of adoption, your concept must be beneficial long-term and across several departments or areas.
3. Your concept must show that you have considered financial and staff resources. A great idea that does not fit into a budget is not going to be implemented. If current staff cannot adequately administer a new program, then make sure you have included in your benefits analysis, the ability to cover the cost of additional staff. If the department or group who would have financial responsibility to the implementation does not have the budget available, the presentation must address how quickly and in what ways the initial investment will be recuperated.
4. Lastly, you must be willing to give up ownership of your idea if needed to ensure its acceptance. Even Harry S. Truman understood this when he said, “It is amazing what you can accomplish if you do not care who gets the credit.” If allowing one department to shepherd your idea through the process gets it the dollars and bodies it needs to succeed, then you should be willing to lessen your involvement at various stages of the project. There will always be an opportunity to reclaim it as you celebrate its success!
Selling new innovation or ideas to the Leadership of any organization is possible and even enjoyable when you take the time to prepare yourself, your allies, and your presentation.
(This is updated from my article originally published in July 2005 in E2)
Print this page
