A big part of any professional’s success is the ability to get buy-in for their ideas. The ideas could be big investments, changes to internal process that require significant change, making a major hire…anything really. In situations where a group will weigh in on a decision it is particularly important to “pre-sell” your idea.
What do I mean by “pre-sell”? Simply allowing other stakeholders or decision-makers sufficient prior input so that you can factor it into your ultimate presentation and delivery.
Reasons for doing it include:
Understanding. You want to be clear on the politics and decision making process. Who in the room gets along with whom? What are everyone’s pet projects or interests? Etc.
Testing. Running your material by people in advance allows you to understand what specific elements of your story and analysis are or are not working. You can iterate your work to better tune it to your audience’s interests and biases. An example can be as simple as using the right language or concept. The same idea may be sold on “profit growth” or “revenue growth”. Which is a better tack given the culture? In a past life, I went through having to describe everything as a Six Sigma initiative. So be it.
Quality Assurance. In “testing” I mean more pre-flighting the content. QA means making sure your math and assumptions are correct. If a key number or assumption is wrong in a public/decision making forum, your idea will die a painful and public death. This is particularly important on very technical or detail oriented topics.
Efficiency. Having more intimate 1:1 conversations allows for fuller explanation of ideas relative to a particular stakeholder’s concerns. For example, the CFO may have much more detailed financial concerns than others. If you can walk her through all your spreadsheets in advance and she knows they are in the appendix, you have her on board and don’t need to dwell on the details in a large group.
Anticipating. You want to make sure you understand who doesn’t agree with you. This allows you to plan the presentation accordingly and either directly address concerns through adapting your material or planning your rebuttal. This is particularly important in meetings where you need a decision and the group meets infrequently. Examples include quarterly gate review teams. If you miss a window, you can’t revisit for 3 months. Not good.
Inclusiveness. If an idea is “yours” it may or may not sell based on your reputation. If many or most of the people in the room listening have their fingerprints on it and can see their interests being met, it will be much more consensus driven process. The best examples are when someone challenges a number in you presentation and someone else can explain and defend the value.
Avoiding. Often politics are involved. You never want a big debate or fight to break out when your idea is up for discussion (unless you have consciously set it up that way). If several stakeholders actively disagree, get that out before the meeting and figure out how to best satisfy all parties if you can.
So some simple rules for pre-selling:
- Show your work in advance
- Give people opportunities to provide meaningful input
- Take advice
- Offer credit where credit is due
- Understand stakeholder’s perspectives
- Get work done early enough to be able to share
- Construct content that it is clear and professional
Some obvious “don’ts”:
- Ambush people
- Surprise people
- Avoid feedback
- Go it alone
If your idea doesn’t fly, you don’t want it to be for lack of planning or effort.