Personal Development

How to get what you want

While at a conference last week my new friend Alison said, “I wish my office could get new CRM software. There’s just no way my boss would let us though.”

“Why not?” I asked.

She huffed and rattled off a couple reasons, like cost and her boss not seeing a need to change.

“So, have you actually talked to your boss about it?” I questioned.

“Well, no,” Alison said, shaking her head. “I already know what she’d say.”

Huh, I thought, I wonder how she knows what her boss would say. So, I asked her another question, “Do you think she would listen if you explained the need?”

Alison’s face changed; she looked as if I had just asked her to jump off a cliff. Before either of us could say anything else, our course started, and the subject was dropped for the rest of the conference.

But, it left me wondering: Why is Alison so hesitate to approach her boss about this? Does she have an unreasonable boss? Or, does she just not know how to get what she wants?

Assess the need and the barriers.

Alison knew the need: Her current software is cumbersome and not helpful when it comes to basic relationship management. However, her boss (and her entire organization) is trying to focus on building strong relationships. This is a huge opportunity for Alison to make her case.

She was also very aware of the barriers: The cost of the software is fairly significant. She also mentioned that her boss as a barrier, stating that she didn’t think there was a need to change.

What is that you want? Ask yourself:

• Who will benefit from this and how?
• What’s holding me (or us) back?
• Are any of these barriers actually opportunities in disguise?

Alison thinks her boss doesn’t want to change, but is it possible her boss just doesn’t understand the benefits? If Alison would’ve thought of it this way would she be more willing to talk to her boss?

Get a feel for it.

Alison thinks she knows what her boss is thinking, but maybe she should explore what some of her co-workers think. She might want to approach them and ask questions like:

• What do you think of the current software?
• How would you improve the current software?
• What features would help you do your job better?

Use their feedback to see if there’s a consensus or at least a trend. Just like we learned in D.A.R.E. class, there’s power in numbers!

State what you want.

Alison’s boss is not a mind reader and neither is yours (unless you’re working for a psychic hotline, and even then it’s questionable). You have to let her know what you want. Assuming that your boss, or anyone for else for that matter, knows what you want is a mistake. You have to state your needs.

Figure out exactly what is that you want. Is it any new software or a specific program? Do you need specific features? What makes this program better than the alternative?

Chances are, you’re not going to get what you want unless you ask.

Explain what problem you’re solving.

Just going in and stating “we need new software” probably isn’t going to cut it. That’s because it’s human nature to want to know, “What’s in it for me?” Keep this in mind as you make your case.

In the case of Alison, the new program will help the office with their new relationship management initiative. If Alison were to make her case effectively enough, this may be all her boss needs to know. Once she understands the vast benefits, she may realize that these benefits outweigh the costs.

When you’re making your case, always include how you’re suggestion is a solving a problem. You already know the problem (take a look back at the needs and barriers); go ahead and spell it for them!

Make your case clearly.

Sometimes how we make the case is more important than the case itself. One of my favorite ways to present a solution is through a proposal. I like it because you can spell out everything under clear headings, such as: “The Need” and “The Proposed Solution.” You can also make a proposal come from multiple people (remember those partners you found earlier?).

But, proposals certainly don’t work in every situation. Consider your audience and how they may best digest the information you present. This could be an email, memo, phone call, meeting, speech, PowerPoint presentation, etc.

However you present, here are a few tips:

• Be prepared to show both pros and cons of your proposal. (At least try to be objective!)
• Don’t make it about you. Remember: You’re solving a problem.
• Provide as many facts as possible. (In general, businesses like looking at numbers and, of course, their bottom line.)

Congratulations!

Permission granted. Approved. Go for it. (You get the idea.)

What if you don’t get what you want?

Okay. So you can’t always get what you want. Sorry.

If the answer is no, see if you can find out why:

• What about it doesn’t work for you?
• What would make this suggestion better?
• What cost, if any, would be more appropriate?
• What would you expect to see in a solution for this problem?

The answers to the “why” questions will help you make your next move:

• Try again later.
• Try a different approach or presentation style.
• Talk to someone else about it.
• Gather more facts and convincing material.
• Put on your tickler file to remind you in a year or two.
• Give up and move on.

Apply it!

The suggestions outlined above don’t just work for software and other business needs. You can use these strategies (albeit, slightly adapted) to ask your parents to include you in their vacation or to convince your husband to do the dishes. (Well, good luck with that last one.)

© 2009 Girl Meets Business.