Sometimes the most important sale to be made is within our own organization. For example, we all have ambition.
Some of us ambition to be recognized, others to be paid more. Some ambition to advance a cause, others to keep their job. But few achieve their ambitions in isolation. We need to persuade others we are worthy of their support. And persuasion – like it or not – is selling.
Most frequently, those in the best position to support us are in our upstream chain of command. So learning how to sell to our boss, or their boss, is critical to achieving our ambitions.
Here are a few tips fresh from the sales bullpen you may want to consider applying to your upstream communications. [read more]
- Sell as you go
Unfortunately, it’s often not enough simply do great work, assuming others will notice and appreciate it. Reputation is like a campfire. It needs to be regularly stoked or it will gradually turn as cold as ash. Reputation is like a campfire. It needs to be regularly stoked. Click To Tweet In communicating with upstream executives or board members, reinforce the value of your work relative to what is important to them. As sales trainers say, “Sell benefit, sell benefit, sell benefit.”
- Think like they think
As a dad, I had to teach my kids how to buy a gift for their mom she would appreciate, as opposed to gifts of interest to them. It’s not much different in business. Whether delivering a strategic plan, a business case, a status report, a presentation or just an idea, know what is important to the audience with whom you are communicating. Gift wrap your information in a manner they will appreciate and appreciation will be returned.
- Speak with candor
Don’t be a “yes” person. Executives cannot trust someone who only says what they believe another wants to hear. Instead, be straightforward, authentic and tactful in all communication.
- Anticipate objections
A mistake of many persuaders is the failure to anticipate objections. I have seen many great ideas shot down because the presenter was unprepared to answer an unexpected question. As a part of your communication prep, take time to anticipate objections and formulate your response to each.
- Understand it’s always about numbers
Don’t be fooled. The pool of funds available for any endeavor is limited. Every person in your chain of command has numbers for which they are responsible to monitor and achieve. So don’t just report activity or progress upstream, also report results – how your activity has measurably moved the proverbial needle. Tie what you do to the numbers valued by those in charge.
Several years ago, I provided an update to my boss. The project had come in over budget, but we had exceeded client expectations. Expecting a pat on the back, I was surprised instead to be criticized for the overruns. His words were, “Excellent work in our company is expected. You still have to bring the work in on budget.” That was the last time I took upstream communication for granted.
Stoke the fire. Regularly.