The common characteristic of executives in corporations and other organizations is that they are individually empowered to say “no” to any new idea relating to the entity employing them.

Indeed, in many organizations, except for those in securities, commodities, and other trading activities, there may be no single executive empowered to approve an activity or transaction without the approval of a higher authority. Even the CEO of most companies is limited in that which they can independently approve. However, they probably have an unlimited ability to disapprove, without providing the justification for their negative decision, of anything brought to their attention seeking approval.

Therefore, the successful promotion of that which is new, different or requires change, is more likely to succeed if those highly placed in the decision-making authority chain believe that they are in a position of personally career benefiting from that which is proposed. Increased efficiency, profitability and/or revenue generation being the result of an approval is necessary.

The primary question to be asked of those in the organization with whom contact is possible is: “Who is most responsible for the company achieving X?”. The next question is “What should be done to demonstrate that X can be achieved if there is acceptance of the proposed idea?”. With the answers to these questions, which those junior in the hierarchy should be pleased to have it known they answered, a proposal can be structured to focus on that which will be of personal benefit to the recipient of the request for a “yes”.

The point of the above is focusing pitches to the benefit of the pitchee.

 

Arthur Lipper, Chairman                          arthurlipper@gmail.com
British Far East Holdings Ltd.