How to submit its records, convince others to accept his proposals, Here are some simple rules for selling your ideas more effectively.

A manager must often prepare arguments to plead for what to do. He must persuade others to adhere to its views and to follow its recommendations. For this, it must have a clear idea of ​​what he wants and show that it has confidence in him. However, the effectiveness of a presentation depends primarily on the care with which it was prepared.

The preparation

It is critical to properly prepare. You must not only think about everything you want to do and reasons for this but that will be the reactions of others. It is only from there that you can decide how to present your arguments: emphasizing the benefits without underestimating the costs and anticipating objections. You have to think about questions that your audience may ask and answer in advance? or at least have your answers prepared. Questions most likely are the following.



# What is the proposal?
# What are the benefits?
# What will it cost?
# What are the facts, figures, forecasts and assumptions that lie behind it?
# What are the alternatives?


# Why should we change our current approach?
# Why this proposal or solution is it better than the alternatives?


# How will the change take place?
# How will we overcome barriers?
# How Have alternatives been considered?
# How did this change going to affect me?


# Who will be affected by this change and what are the reactions?
# Who is likely to be strongly for or against the change, and why?
# Who will implement the proposal?


# When Will it take place?

To prepare your arguments, you have three things to do.

1. Demonstrate that it is based on a thorough analysis of the facts and alternatives have been properly considered before reaching a conclusion. If you have made ​​assumptions, you must prove that they are reasonable in you based on comparative and supportable forecasts, leaving room for the unexpected. Keep in mind the words of Robert Heller (1982): “A proposal has the strength of its weakest assumption. ”

2. State the advantages? for the company and individuals you are trying to convince. Make your case “pink side”. If possible, express benefits in financial terms. Abstract benefits such as customer satisfaction and staff morale are difficult to sell. But do not give figures “fanciful”, that is to say, financial justifications that would not withstand scrutiny.

3. Reveal the costs. Do not try to disguise them in any way whatsoever. And be realistic. If anyone can prove that you have underestimated the costs, your proposal will be nullified. Remember that leaders want to know, in precise terms, what they get for their money. Most are cautious. They do not want and often can not take any chances. It is therefore difficult to defend experiments or pilot projects if the board, committee or individual does not see what are the benefits and costs in the end.