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Better Internal Proposals
A colleague of mine has a problem. We belong to the same association and he's been trying for quite some time, without success, to get support for one of his proposals. His lack of results came to mind when a reader asked for ideas about making internal proposals more effective. As she noted in her message, it's necessary to make a business case for proposals, including costs and returns. She's right, and I agree wholeheartedly. In fact I just finished a proposal to an organization I work with and had it accepted on that sort of basis. But, I think all good proposals start where my colleague has trouble. They start with a clear and concise statement about the project: "This is what I recommend, this is the issue (problem or opportunity) it addresses, and these are the consequences (benefits) of doing what I recommend." I frequently come across situations where ideas don't fly because the person making the proposal hasn't prepared that kind of analysis and statement. While the virtue of the ideas seems apparent to him or to her, it's not at all apparent to others. I've referred to it elsewhere as the 'Everybody knows' syndrome. To do the analysis, and later write the statement, start with a description of the action that you want taken. In just a few words, write down the what you want to see happen, and how it changes the status quo. For example, I recently went to a meeting with a proposal that went like this: Change the duration of our event to four weeks from the current duration of six weeks, to reduce our costs during a slow period. Next, name or list the people or functions involved. Who will take the action? Do you want just one person to act, or several, or many? And, if it involves a multi-stage action, set out the stages. For example, "I would like this committee to formulate a recommendation we can put to a vote at the annual meeting." Follow that with a list of people and organizations affected by the action. Be thorough in this consideration; it's all to easy to forget the peripheral players. And very often peripheral players make a critical difference to our plans. Now, is there a timeline or sequence of events that needs consideration before a decision can be made or implemented? Almost everything we do in large modern organizations is interconnected to other people and resources. And, what about contingencies? Does your proposal depend on something else happening? Having thoroughly explored the proposal and its implications, we now turn to costs and benefits, the business case. What are the tangible and intangible costs? In the intangibles column, make at least a mental note of the emotional costs that key stakeholders will pay. The same is generally true of benefits, or the returns if we're talking about financial components. Remember the important role emotions often play in decisions. In summary, then, take a strategic approach to internal proposals, an approach that identifies the issues, the players, and the consequences. This exercise allows you to be clear and concise because you have thought your way through the proposal carefully, and you know the key issues. Robert F. Abbott writes and publishes Abbott's Communication Letter. Learn how you can use communication to help achieve your goals, by reading articles or subscribing to this ad-supported newsletter. An excellent resource for leaders and managers, at: http://www.communication-newsletter.com
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a href="http://www.elearn-university.com/Careers/coaching/index.php" class="nav">Coaching Dont Be Afraid Of Silence In any conversation with two or more people, there is a tendency to want to talk all the time to fill any awkward silences or gaps that appear in a conversation. While Youre Waiting Not long ago, I made a partnership pitch, on behalf of an organization I represent, to another organization with similar interests. If the idea had come to fruition, it would have radically changed our organization. A One Stop Financial Solution Amy Wright, 34, was extatic when her realtor showed her the three bedroom townhome overlooking the lushious golf course. It was exactly the home she was looking for. The interior was sunny and bright, with a newly remodeled kitchen, spacious bedrooms, and the perfect little study area to set up her new home office. It had a spectacular pool and a lovingly tended flower garden. Best of all-the seller had to move immediately, so the home was a steal and miraculously within her budget! Amy was already making moving preparations when suddenly, a devastating blow paralyzed her plans. Her credit application for a mortgage had been denied. She could not understand how this had happened-just a year ago, her credit had been almost perfect! The last year had been a little tight, and sure she had a few late payments here and there?but she had no idea it was so bad that now she could not even get the home of her dreams. The Six Rs for Changing MInds and Overcoming Resistance This article borrows from Howard Gardner's book, "Changing Minds" (2004). In order to get people in conflict to cooperate or collaborate sufficiently to settle or resolve their differences, and perhaps achieve reconciliation, it is necessary that they change their minds. The reason they are in dispute is because they are of two different minds about a particular thing, which is what they are fighting over. People do not change their minds easily. Some people are prepared to be burned at the stake, literally, rather than change their minds, or admit to a change of belief. People cling to the artifacts of their own minds with great stubbornness. This is called resistance. When a mediator seeks to bring parties together, she will encounter resistance. If there were no resistance, if changing minds was easy, there would be no need for mediators. Negotiating Skills: Ask For More Than You Expect To Get It creates some negotiating room, and you might just get what you are asking for. Communicating Across Time Horizons There was a time in my life when I sold life insurance. Well, to be frank, I tried to sell life insurance. With little success. Embarrassed To Discuss Your Prices? Seven Common Reasons We Cant Talk About Them Last week, a wonderfully-skilled electrician installed a new light fixture for us. He was competent, courteous and efficient. He answered all our questions simply, with skill and eloquence. I was amazed, as you might imagine, when I asked him, "How much do we owe you?" and his embarrassed reply was, "Gee, is $50 okay?" Negotiate to Your Advantage The hardest and most important part of any negotiation is knowing when to walk away. How To Make An Inflexible Bureaucrat See You As A Person Inflexible Bureaucrats Are Characterized by: 7 Tips for Bartering Products and Services What better way to gain a new customer than by getting something you need in return? The following are tips to help you use bartering correctly, and make it a good experience for both you and who you are bartering with. How to Change Somebody's Mind Believe me, it's not easy! And sometimes, it doesn't work at all. Negotiating Tactics: Don't Let ?Good Guy Bad Guy? Control the Sales Negotiation Counter one of the classic negotiating gambits by addressing it directly. Resolve Conflict In 6 Easy Steps - The BEDROL Method The principles of Negotiation can work for you in any situation, but often people ask me, "Well, its often a fact that conflict happens unexpectedly. What if I don't have time to prepare? Can negotiation skills be used on the spur of the moment?" The answer is YES. The principles of Street Negotiation were created and battle-tested on the streets and it's power lies in its ability to be used to resolve any conflict anytime. Conflict can be resolved in six easy to learn steps, acronymed as BEDROL(TM). That is: Back-up plan, Emotional control, Defusing their anger, Reframing, Options, and Letting them choose their fate. Avoiding and Accomodating in Negotiation The avoiding approach to negotiating is characterized by losing, leaving, and withdrawing. No commitments are made, and behavior is impersonal. Use this approach when you would get hurt by staying or when you want to change the ground rules. It is useful when issues are trivial and is helpful when the other side has much greater power. Its disadvantage is that the problem is left unresolved, and this can result in nothing getting done if too many problems are swept under the rug. In the avoiding approach, at least one of the parties displays a subtle reluctance or unwillingness to resolve the issues. This approach is of little use for those working with organizations as it strains relationships and prevents the building of trust between the parties involved. Using this approach can also increase the other party's resistance to negotiation. Managing Conflict, in Life & Work: Using Ancient and Modern Approaches "Conflict" is a word that can have varying degrees of severity, meaning, and implication for each individual or circumstance. For example, the conflict that is experienced in our current, daily lives seems insignificant in comparison to the Samurai, or those in war, who faced death on a regular basis. However, it is still important to extrapolate the significant lessons that have been derived from such severe scenarios, as these notions are still applicable in the conflict that we experience in the workplace and life today. How Barter Can Help Your Business Online or Offline How Barter Can Help Your Business Negotiate Like a P.R.O. Whether you are negotiating a peace settlement in a war-torn country or a peace settlement in an argument-ravaged relationship, strong preparation is the key to success. Guidelines for Ambassador Appointments Ambassadors to other countries are a vital part of international relations. It is not uncommon for an ambassador to be the face or image of one country to another. Ambassadors act as a window into the importance of education, security, financial situations, business, and other societal issues. An ambassador has the power and authority to create opportunities through negotiation. Just like a negotiator, an ambassador must be equipped with specific qualities to ensure success. The distinction between the two should be that in the same. Barter and Its Benefits What is Barter? Barter involves 2 parties. Each party wants to trade with each other and instead of exchanging cash for products or services, the exchange is carried out with products or services that each possesses. That is, there is a trade of a product or service that someone has, in return for another product or service the other party has. National and Cultural Negotiation Style Cultural and national negotiation styles reflect communication behaviors and the priorities of that culture. Priorities such as trust, teamwork, non-confrontational situations, and openness are all along a sliding scale with each culture. The communication behaviors of each culture reflect these priorities and can dictate how a culture will engage in negotiations. Often, Japanese and other Asian negotiators will plan a social event and dinner before any real negotiations occur. Likewise, Americans place an emphasis on taking clients out to dinner and a round of golf. Engaging in this type of activity builds trust and opens the line of communication between the two parties. Using persuasive techniques to "connect" with another person can lead to trust and the sense of a relationship being built. The negotiation styles of these two cultures mesh well, thus allowing them to understand the priorities of each other's culture.
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