Senior level support of an initiative is always a key goal of any group manager or project director, in order to ensure success of a project. Therefore, I am not surprised that in my work over the past decade with change managers, gaining executive support continues to stay at the top of the list of concerns these managers have with their work.
I talked with a number of senior managers in a wide range of public and private organizations in order to find out what my clients could do better to gain their support on a project. I learned there are two things often ignored by team leaders in their presentations. If you are able to incorporate these areas into your proposals, the chance that senior management will support your initiative will be much greater.
Looking For Instant Support
According to several executives I interviewed, team leaders and function heads often mistakenly conclude that one brilliant pitch is enough to gain agreement and buy-in. The reality is that support doesn't happen overnight.
I spoke with one senior government agent who told me it can take up to 3 or 4 years to gain approval to increase congressional funding. While we hope that all business does not take as long as the government can, the purpose of his telling me that was to highlight the fact that managers and project directors must see their programs with a strategic and long-term focus. He advised that those looking for support should:
1. Build a case that shows how your idea will benefit the entire organization.
2. Work with co-workers in other departments and groups. Try to find ways to incorporate your goals with the goals of other teams in order to make the best use of company resources.
3. Preview your case with executives and stakeholders. Invite input. Make changes.
4. Be patient and make your proposal for resources only after you have created a strong enough case and have received informal support from executive management for your ideas.
Failing to Be Strategic
When it comes to gaining support, this is a critical component. In most companies, senior management have developed a vision for the years to come and have developed strategic goals to get there. Support for your proposal will be more likely if you can show how it fits in with those strategic goals. To achieve this, you need to be proactive in finding out what the organization wants to achieve strategically rather than waiting for someone to tell you.
Exactly what can a team leader do to be strategic? I have found that senior management are looking for their group leaders to:
1. Understand the organization's overall priorities.
2. Approach senior management will specific areas that their team can assist the organization in meeting those objectives.
As Scott Eblin writes in "The Next Level", you need to spend time with your senior executives up front to ensure that you understand what success means to them. Remember, though, that at this level, you aren't likely to get specific goals and metrics. Listen for priorities, for key organization-wide metrics, and major barriers or obstacles. Absorb what you hear. Discuss it with your managers. Then come back to your executive with specific plans about what your group or function will do and how you will do it. Be prepared to make adjustments based on input from your executive team at this point.
Senior level support for your team's project may seem impossible to achieve, but if you are persistent you will be able to make the executive team understand how your project fits into their scheme. Your goal is to stay focused on the strategic objectives of the company and to clearly communicate how your project will be important in achieving those goals. Who knows, you may find your team and your project becomes a critical component in the success of the entire company! - 31963
I talked with a number of senior managers in a wide range of public and private organizations in order to find out what my clients could do better to gain their support on a project. I learned there are two things often ignored by team leaders in their presentations. If you are able to incorporate these areas into your proposals, the chance that senior management will support your initiative will be much greater.
Looking For Instant Support
According to several executives I interviewed, team leaders and function heads often mistakenly conclude that one brilliant pitch is enough to gain agreement and buy-in. The reality is that support doesn't happen overnight.
I spoke with one senior government agent who told me it can take up to 3 or 4 years to gain approval to increase congressional funding. While we hope that all business does not take as long as the government can, the purpose of his telling me that was to highlight the fact that managers and project directors must see their programs with a strategic and long-term focus. He advised that those looking for support should:
1. Build a case that shows how your idea will benefit the entire organization.
2. Work with co-workers in other departments and groups. Try to find ways to incorporate your goals with the goals of other teams in order to make the best use of company resources.
3. Preview your case with executives and stakeholders. Invite input. Make changes.
4. Be patient and make your proposal for resources only after you have created a strong enough case and have received informal support from executive management for your ideas.
Failing to Be Strategic
When it comes to gaining support, this is a critical component. In most companies, senior management have developed a vision for the years to come and have developed strategic goals to get there. Support for your proposal will be more likely if you can show how it fits in with those strategic goals. To achieve this, you need to be proactive in finding out what the organization wants to achieve strategically rather than waiting for someone to tell you.
Exactly what can a team leader do to be strategic? I have found that senior management are looking for their group leaders to:
1. Understand the organization's overall priorities.
2. Approach senior management will specific areas that their team can assist the organization in meeting those objectives.
As Scott Eblin writes in "The Next Level", you need to spend time with your senior executives up front to ensure that you understand what success means to them. Remember, though, that at this level, you aren't likely to get specific goals and metrics. Listen for priorities, for key organization-wide metrics, and major barriers or obstacles. Absorb what you hear. Discuss it with your managers. Then come back to your executive with specific plans about what your group or function will do and how you will do it. Be prepared to make adjustments based on input from your executive team at this point.
Senior level support for your team's project may seem impossible to achieve, but if you are persistent you will be able to make the executive team understand how your project fits into their scheme. Your goal is to stay focused on the strategic objectives of the company and to clearly communicate how your project will be important in achieving those goals. Who knows, you may find your team and your project becomes a critical component in the success of the entire company! - 31963
About the Author:
Wendy Mack is a experienced advisor, trainer, and author concentrating on leading and communicating change. Contact Wendy at, or Download her free e-book, Transforming Anxiety into Energy at www.WendyMack.com.
