In my last post, I wrote about how to prepare to make a presentation to your boss. To get him to say, “yes,” I encouraged you to prepare a brief, written proposal. I even provided a template.
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Once you’ve done that, it’s time to anticipate objections and formulate talking points for each one. Don’t risk getting a “no” because you haven’t carefully thought through the questions and your responses.
In my last post, I wrote about the importance of seeing your boss as the customer. To get him to say, “yes,” you have to first understand his needs. Moreover, you have to frame your proposal in terms of how it will help him accomplish his goals.
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Then, you have to commit to success. You must be determined to get to “yes,” because your reputation depends on it—first with your boss and second with the people you lead. Once you have taken these first two steps, you are ready for step three.
When I was in corporate management, I spent a great deal of time listening to proposals. Those doing the pitching usually needed my approval to proceed with their project. Frankly, I was amazed at how poorly most people do in these kinds of situations.
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In fairness, most of us never received any formal training in this important skill. As a result, we flounder about, not knowing why it seems so difficult to get to “yes.”
We live in turbulent times. If you and I are to overcome the obstacles in our way, we’re going to need a strong mind.
No matter the circumstances around us, we will need to rely upon the mental toughness we normally look for in our heroes, not in ourselves.
In 2003, I was named President of Thomas Nelson. It was an extremely busy time. I made some major changes to my executive team and had two vacant positions. As a result, I essentially had three jobs.
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One morning on my way to work, I grabbed my computer case in my right hand, a fresh cup of coffee in my left, and headed downstairs to the garage to leave to work.
Presentation software can be a wonderful tool if used correctly. It can also be a dangerous distraction that interferes with communication rather than facilitating it. The line between the two is thin.
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Over the course of my career, I have sat through hundreds of presentations. Most of them were done with PowerPoint. Most of them are done poorly.
Many people have written on what it means to be a leader. Almost everyone identifies influence as the primary characteristic. By definition, this means that leadership and position are two different things. You can have a title, and a position of power, but this does not mean that you are a leader. Even people without these things can exert influence and thus leadership.
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But leadership is more than influence. It certainly includes influence, but it is more. I believe it includes at least five characteristics. When I speak on this topic, I call these “the five marks of authentic leadership”:
I awoke this morning to the dragon’s hot breath on my face. I was disoriented, not quite knowing where I was. I struggled to open one eye. Then another.
And there he was. A dragon. A very big dragon. With three heads. Sitting in my bedroom, like so many mornings before, he was waiting. His heads swerved back and forth, dancing in the dim light. Each head alternately belching fire and hissing smoke.
A while back, I met with a friend who is a blogger. She has been blogging for a few years, but her blog is in desperate need of a facelift. It has grown a little “long in the tooth,” as they say. I have been meaning to speak to her about his, but she brought it up herself.
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“I am redesigning my blog,” she mentioned. She then showed me a prototype. I was flabbergasted. It looked … great! It was a hundred times better than what she currently has.
Several weeks ago, I had lunch with a friend I hadn’t seen in years. He had just turned eighty years old. His mind was as sharp as ever—witty, inquisitive, and focused. He was also a great listener. When he did speak, wisdom dripped from his lips like honey.
In a point of genuine humility but uncertainty he asked me, “Michael, do you think I have anything left to contribute? Are my best days over?” Tears welled up in his eyes.
Vision is the lifeblood of any organization. It is what keeps it moving forward. It provides meaning to the day-to-day challenges and setbacks that make up the rumble and tumble of real life.
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In a down economy—particularly one that has lasted so long—things get very tactical. Most are just trying to survive. What worked yesterday does not necessarily work today. What works today may not necessarily work tomorrow. Decisions become pragmatic.