1.5 - About University

9.8 S ELLING L ARGE P ROJECTS:A MUCH-VALUED L EADERSHIP S KILLInspired by Neil Rackham.You may not have thought of selling as an important leadership skill, but leaders are expectedto influence others, to move their ideas within their organizations, and to get support forplans, projects, and recommendations from a wide range of constituencies, including moresenior leaders. But beware; selling techniques that are effective for small projects can be counterproductivewhen applied to selling large projects. This tool highlights the difference, andshows you how to adapt your selling efforts for both small and large projects, proposals, andrecommendations.Consider these contrasting demands when selling a small versus a large project or proposal.Selling a Small Project or Recommendation• Value-adding is not a big issue:➠ A manager can say “yes” on impulse without bigrisks.➠ Not worth much management time.• State the key features and benefits.• If leader makes a mistake, risk is low.• Building rapport and relationships is not a big issue.The manager typically doesn’t want to spend muchtime with smaller proposals. Acceptance is oftenimpulsive.• It is easy to separate you, the leader, from theproposal or recommendation.• Single or simple stakeholder system; exposure is low.• Quick to close; key skill is to clearly plan forimplementation.Selling a Large Project or Recommendation✔ Value-adding for stakeholders is a big issue:➠ Value must outweigh perceived risks.➠ Build value as the stakeholder perceives it.➠ Be clear about benefits and risks.✔ Ferret out the benefits and value added to yourstakeholders by asking implication questions like, “Ifyou don’t do this, what will happen?”✔ In the case of a mistake, risk is high:➠ Ferret out risks and resistance, often hidden orindirect.➠ Deal with risks the change brings.➠ Others naturally become more cautious;therefore, you may need to make recommendationsover a series of meetings.✔ Considerable building of rapport and relationships isneeded:➠ Get to know the stakeholders informally.➠ Establish trust because of the risk factor.➠ Emphasize long-term support.✔ The leader is harder to separate from the proposal orrecommendation:➠ Build trust in you and in your proposal.✔ Multiple or complex stakeholder systems:➠ Personal exposure and identification with theproject or recommendation should be high.➠ Deal with “hidden” stakeholders.✔ Being too quick to close can be dysfunctional:➠ Pressuring leads to emotional, resistant behavior.SECTION 9 TOOLS FOR LEADING AND INFLUENCING OTHERS 287