It is becoming more and more important for senior management to support the projects, plans and goals of a group, and it is up to the team leader or department head to gain that support. However, in over 10 years of work with change managers, convincing senior management to approve a proposal continues to be a main source of frustration among group managers.
To try to better understand what senior management needs to support a project, I asked a number of vice presidents and executive vice presidents from both the private and public sector for their advice. Below are two areas I found are often overlooked. By focusing on them, your chances of gaining executive support will be greatly improved.
Expecting Instant Support
Many executives were frustrated with team leaders who erroneously believe that one proposal should be enough to gain senior level support. In truth, even when the initial proposal seems like a great idea, the support does not come instantaneously.
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. State clearly the ways that the entire organization will benefit from your plan.
2. Explore your case with peers from other groups/units. Look for ways to align priorities across multiple teams.
3. Invite senior management to preview your ideas. Ask for their advice as to how you can best fit your ideas into the overall goals of the company. Be flexible and willing to make changes based on their feedback.
4. Wait to present your proposal until after you have built a strong case and obtained initial support for your ideas.
Failing to Show How the Initiative Fits Into the Big Picture
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.
What does this all mean? I hear from senior executives are hoping that their team leaders will be able to:
1. Understand the organization's overall priorities.
2. Give constructive suggestions how their group can help the company meet those objectives.
Scott Eblin suggests in "The Next Level" that you spend time with executive management before approaching them with a proposal in order to identify how they define a successful initiative. They key to keep in mind, however, is that at this stage they are unlikely to provide a specific to-do list and ideas for achievement. Your goal is to listen to discover organization-wide priorities and constraints. Be a sponge in these conversations. Take it to your management and discuss it further. Then return to senior management with more concrete goals for your group and plans to achieve the goals. At all times, flexibility is key in order to provide for feedback from the executive team.
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!
To try to better understand what senior management needs to support a project, I asked a number of vice presidents and executive vice presidents from both the private and public sector for their advice. Below are two areas I found are often overlooked. By focusing on them, your chances of gaining executive support will be greatly improved.
Expecting Instant Support
Many executives were frustrated with team leaders who erroneously believe that one proposal should be enough to gain senior level support. In truth, even when the initial proposal seems like a great idea, the support does not come instantaneously.
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. State clearly the ways that the entire organization will benefit from your plan.
2. Explore your case with peers from other groups/units. Look for ways to align priorities across multiple teams.
3. Invite senior management to preview your ideas. Ask for their advice as to how you can best fit your ideas into the overall goals of the company. Be flexible and willing to make changes based on their feedback.
4. Wait to present your proposal until after you have built a strong case and obtained initial support for your ideas.
Failing to Show How the Initiative Fits Into the Big Picture
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.
What does this all mean? I hear from senior executives are hoping that their team leaders will be able to:
1. Understand the organization's overall priorities.
2. Give constructive suggestions how their group can help the company meet those objectives.
Scott Eblin suggests in "The Next Level" that you spend time with executive management before approaching them with a proposal in order to identify how they define a successful initiative. They key to keep in mind, however, is that at this stage they are unlikely to provide a specific to-do list and ideas for achievement. Your goal is to listen to discover organization-wide priorities and constraints. Be a sponge in these conversations. Take it to your management and discuss it further. Then return to senior management with more concrete goals for your group and plans to achieve the goals. At all times, flexibility is key in order to provide for feedback from the executive team.
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!
About the Author:
Wendy Mack is a professional mentor, trainer, and author with a focus in leading and communicating change. Email or phone Wendy at, or Download her free e-book, Transforming Anxiety into Energy at www.WendyMack.com.
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