how to sell a project internally
TRANSCRIPT
How to Sell a Project Internally
Key Points • Build a plan that is beyond you • Develop a list of internal advocates • Sell it up, down, and to the side What sometimes divides those who are successful in the workplace and those who cannot seem to get a break is the ability to sell a project internally. At first, that may sound ridiculous thinking that your success in the business world is tied to your ability to sell, well… you are correct. It actually is an indirect play at measuring your social credibility. Building your social credibility is not easy, but we all know that those with credibility can easily sell a project internally and gain buy-‐in where others struggle. So…what do we mean when we say selling a project internally? Here are a few examples: • You are developing a new strategy or approach to a common business issue and
in order for you to make that business improvement, you need to get buy-‐in from a series of senior leaders to purchase a new tool to manage that process
• Your account or program needs extra budget to be sustained or grow and you have to go to senior members of finance to get approval
• You want to test a new marketing channel because you know that it will drive incremental traffic, but the test will cost $25,000 and need get your management to approve the additional funds
• You have an idea for a new product offering that you feel the company should adopt, test, and put resources behind, but you need buy-‐in from a series of leaders to get the idea adopted
In a 2012 article in Forbes, “How Extremely Successful People Sell Their Ideas Internally”, the author gives a great explanation of what it means to sell an idea internally especially when you may feel discouraged and without any power to make a difference. It’s all about the strategy you take and your approach.
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Forbes Article: You can complain, “I don’t have any leverage; I can’t change the cubicles, I can’t rewrite the reward system. And the answer is “No you can’t; don’t even try.” But simply through your own thinking, and getting other people to think differently as well, you can have enormous impact without changing any of that stuff even if you are not a member of the board. The simple fact is “smart is smart,” and we’re talking about you offering up an additional way of viewing problems. You’ll never get in real trouble for doing that, especially if you do it gently by saying “can we think about this in another way?”
1) Build a plan that is beyond you When selling an idea, asking for more resources, or anything that affects that the outcome of the business, you have to always think how your plan/idea/solution is bigger than just you and how it affects others or the company as a whole. The first thing that is going to run through their heads when you are presenting the idea is “What’s in it for me?” and “How is this going to benefit the company?” Remember that you are asking for them to champion your idea and put their name on it, so for them, there has to be some value in return. Don’t get caught without that selling point or the whole thing will fall apart and you will not be able to recover. Most times, there is only one chance to sell it, so be ready for anything.
To best help you prepare, here are 3 things that you can do to ensure that you are building a plan that is beyond you and to ensure that your goal/project is big enough.
1. Create individualized value for each person that you will pitch. Remember that they don’t care what’s the value to others; it’s all about the value to them. So be sure to sell them on why they should champion it.
2. Create milestones or quick wins to keep momentum. When gaining buy-‐in from others, you have to be able to manage you’re their excitement and keep them motivated. If the project is going to take 6-‐months to a year to get off the ground, then keep them excited with milestones and quick wins.
3. Create realistic expectations. The last thing you want to do is overpromise and gain buy-‐in for something that is impossible to reach. Remember that most management need tangible and measurable results, so give them something that they can measure.
2) Develop a list of internal advocates After you have done your planning, ideation, and valuation, the next step is to identify the key people that you want to sell this idea to. Not sure where to start? I recommend pulling out the company org chart, identifying the top person that must approve the idea, and then draw links to that person through your own connections. Build a path of success and advocacy that will eventually get to the final approver, and build advocates along the way that will support you up to the top. Here are 4 things you can do to help you build that list and gain buy-‐in.
1. Identify key advocates and champions. Looking at the org chart and your connections, find the optimal path to success.
2. Ask for their inputs/buy-‐in. When selling your internal advocates, be sure to involve them in the planning and ask for their inputs. Make them feel that they now also own the idea and are giving their own ideas. If you can make them feel a sense of ownership, then you are more likely to gain their buy-‐in.
3. Go through trial runs. Because you are receiving inputs from various people, you will need to constantly make updates and changes to your presentation/proposal. If may take a few sessions with each person to get their approval, so look at this as a series of trial runs and you are getting in a lot of practice before making the final presentation to the top person.
4. Manage the pace of the project. You may be working to gain champions and advocates, but that doesn’t mean that you should lose control of the project. It is your job to maintain the scope, the expectations, and especially the pace of the project. Don’t let it slip out of your hands.
3) Sell it up, down, and to the side Remember that the path to success may not always be up. Looking at the org chart, it seems logical to just get buy-‐in from your boss, then their boss, and so on and then you are at the top. Well, in a perfect situation, that may be the case. But with the unique structures of today’s organization, you have to be agile and be willing to sell in multiple directions to get to the top.
• Selling up: selling to Management or Leadership above you • Selling sideways: selling to your work colleagues or other teams within your
department or outside your department • Selling down: selling to your team and gaining their support so that they can
help spread the word to others In conclusion: Selling a project internally is not easy and is not for everyone. It takes practice, great connections, and social credibility to make it happen. But when it does happen, it is a great feeling to see how a great idea is sold step-‐by-‐step through the company and up to the top until the day it gets recognition by Leadership. Everyone’s path to selling internally is different and it may even be different for someone each time they sell a new idea. Be agile and be prepared. You only have one first impression. Check out our blog at: www.artofthewingman.com