Selling Uphill: The Pitch

"So what about Marigold?" Sara asked. She and Karl were concerned that Wolf would argue for trying to fix Marigold first, before even looking at their proposal for Metronome. But Karl had an idea.

"Maybe we don't say anything about Marigold. Suppose we critique a third idea — not Marigold — that looks at least as good as Wolf's. Then we're not arguing against Marigold, and it's a lot less personal. But it still raises questions about his approach."

Sara was impressed. "Yes, and if Metronome is an even better idea, it might be easier to turn the discussion back to Metronome. Interesting…"

Karl and Sara are devising one of the key elements of any proposal — the discussion of alternatives. By demonstrating the advantages of their proposal relative to all plausible alternatives, they effectively turn attention to the approach they're advocating.

Here are the key elements of an effective proposal. Some might not apply in your situation, so be selective.

What's the issue?

What issue does your proposal address? Present the issue from your management's perspective. Stick to one issue — complexity is a demotivator.

What's the impact?

What was the impact of this issue on a current or recently completed project? Did it affect schedules? Budgets? Relationships? Customers?

What's the impact of inaction?

Project what will happen if this issue isn't addressed effectively. Estimate budget and schedule effects, showing how the issue affects future or current projects. Estimate the financial costs and lost revenue associated with these factors, going forward quarter by quarter, for three years.

Where will the impact be greatest?

All projects To effectively advocate
for a position,
understand first
what your audience
cares about.
Let that drive
everything else.are unique. What kinds of projects are most likely to be affected by this issue? Rank project types by impact, and estimate schedule, budget, and revenue consequences. This is especially persuasive if your proposal helps favored projects or customers.

Are there alternatives?

Every problem has multiple solutions, and no solution is best all around. Explore the advantages and disadvantages of three alternatives. Include financial consequences. This is the piece that Karl and Sara are working on.

What do you recommend?

Of the alternatives you explored, which one are you proposing and why? Take a position and defend it.

What should we do next?

Assuming that your proposal is adopted, what's the next doable step? Sketch a plan for implementation, including a schedule with milestones, and a budget. Include a risk plan.

Who should do it?

Who would work this plan, and how much of their time would be required? Are consultants involved? New hires?

How will we know if we succeed?

What criteria determine success? Will we need resources to determine success? How much? When?

Do you have a rejected proposal in a file somewhere? Dig it out. How many of these key elements were covered? Can you see ways to improve it?  Top    Next Issue

The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Dangerous Phrases

I recently upgraded my email program to a new version that "monitors messages for offensive text." It hasn't worked out well. But the whole affair got me to think about everyday phrases that do tend to set people off. Here's a little catalog.

Getting Around Hawthorne

The Hawthorne Effect appears when we measure employee attitudes or behavior — when people know they're being measured, they modify their behavior. How can we measure attitudes with a minimum of distortion from the Hawthorne Effect?

Please Remove My Appendix

When an organization is experiencing problems with conflict, "pushback," or "blowback," managers often hire trainers to present programs on helpful topics. But self-diagnosis can be risky. Often, there are more direct and focused options that can help more and cost less.

Towards More Gracious Disagreement

We spend a sizable chunk of time correcting each other. Some believe that we win points by being right, or lose points by being wrong, but nobody seems to know who keeps the official score. Here are some thoughts to help you kick the habit.

You Can't Control What Other People Think

Ever think that the world would be a much better place if you could control what other people think? Maybe it would be. And maybe not...

See also Personal, Team, and Organizational Effectiveness, Effective Communication at Work and Managing Your Boss for more related articles.

Forthcoming issues of Point Lookout

Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation

Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.

And on December 26: Embarrassment, Shame, and Guilt at Work: Coping

Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmnVuDCNyjDUKlFbMner@ChacSyeVNtLAIBrCIMQpoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
• Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
• Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
• Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.