How to sell your big idea to decision makers

How to sell your Big Idea to decision-makers

When you have a big, creative idea that you want to implement internally or externally, the idea can be hard to sell to decision makers. This applies to big ideas for major external communication campaigns, for operational projects, and for internal programs dealing with significant issues like change management, safety, and employee health. This article explains how to sell your Big Idea to decision-makers to get great results.

“People just aren’t naturally oriented towards innovation or change,” says Loran Nordgren, Associate Professor of Management and Organizations at the Kellogg School of Management, Northwestern University. They are generally more comfortable with familiar concepts (‘status quo bias’).

Fortunately, you can take action to convince people your idea is worth pursuing.

Six tips on how to sell your big idea to decision makers

1. Show how your Big Idea will help achieve business objective/s

The most important part of selling a big creative concept to decision makers is to show how the idea supports the business goals and objectives of your organization or client. To accomplish this, refer to as much evidence and data as you can (refer to tip 6 below for suggestions about data) that will logically support your case. Summarize concisely and precisely, with detail in a separate document if that helps to keep your summary tight and to the point.

2. Loss aversion – people think they could miss out on something good

Tell decision makers what they would miss by not agreeing to the proposal, rather than what they would stand to gain. We all suffer from FOMO (Fear of Missing Out) – ‘loss aversion.’ Research shows we feel a loss twice as strongly as we feel an equivalent gain.

“If you tell people that by not acting on the idea, they miss out on an opportunity to appear really forward-looking, the idea is more likely to succeed,” Nordgren says.

3. Develop 2 or 4 cost options

If you offer three cost options in your business case, the decision makers will often go for the middle one, but if you offer 2 or 4 options you force them into a clear decision – and use the advice in this article to motivate them to support the one you favor.

4. Get others to join with you

As I noted in my article, “How you can simply become more creative,” business creativity can be defined as two different thoughts brought together to produce a new idea that is fresh and different from original sources.

You can join forces with others to use two conventional ideas from other departments or area/s, which have been brought together to produce a different, combined result for a campaign. By gaining the support of other people in this way, your business case becomes much stronger. The contribution of the other party or parties may not be very strong, but you have their support, which can be the key influence factor with decision makers.

5. Consult with stakeholders

Often people affected by an issue, campaign, project, or product are often just as close to the subject as you are, especially with difficult public policy matters like safety, education and access to health care. So, consult them! By developing a respectful and positive relationship with the people affected by the issue or product, you can gain valuable input from those stakeholders – and their vital support – when putting your case to decision makers.

6. Use data to support your case

Decision makers want to see the data supporting proposals for campaigns or Big Ideas. You should collect data as part of your formative research, which should be an important part of planning. It largely involves measuring pre-campaign levels of awareness, attitudes, perceptions and audience needs. This is important: you need evidence to show where you are at, and you need to obtain figures to report progress to senior management – or clients of a consultancy.

Free data

Many sources of formative data are free:

  • your organizational financial, admin, and operational records
  • results of your organization’s previous campaigns, projects, programs and events
  • monitoring reports of news media and social media coverage
  • relevant publicly available survey results via Google
  • industry trend reports via Google and industry groups
  • government policy announcements, etc.

Paid data

If the Big Idea is big enough, you should allocate 10% of the campaign budget to paid research. This research can comprise:

  1. Surveys – usually comprising any of the following elements: samples, questionnaires, email and online surveys, online employee surveys, telephone surveys of employees, interviews, and focus groups.
  2. Communication audits – to analyze communication policies, procedures and activities to test their effectiveness.
  3. Desktop analysis – fact finding via free sources, as above.

Case study on conducting a survey to gather data

A few years ago I was doing some work for a big national engineering firm that had completed more than a billion dollars worth of construction projects in my State. Not once had the firm conducted any sort of research on client attitudes after completion of projects – the firm had little idea what clients really thought of them! As most projects were won by tender, the firm seemed to think success was all about the fee. They didn’t understand that the first step by potential clients to shortlist contractors is to consider the firm’s reputation based on its client relationships as well as on its previous performances in delivering quality work on time and on budget.

I persuaded senior State management to approve a survey of clients for whom the firm had completed ‘big ticket’ projects in the previous 10 years. As projects were worth up to hundreds of millions of dollars each, the firm had worked for only about 70 clients in that time. It was easy and cost-effective for me to arrange interviews with the larger clients to gain important feedback.

National head office had to grant permission for me to conduct the client survey. When I reported on the results, which were very positive, and which contained vital feedback, national office thought the survey was such a good idea they decided to do it as well in all States in which the firm operated. The feedback would be used as formative research in preparing future tenders. Also, positive comments could be quoted in future tender documents as a valuable form of third-party endorsement.

Try these tips next time

When you next present a proposal for executive approval of your Big Idea, try to sell your big idea to the decision makers using some of the tips in this article. They should increase your chances of success.

Kim Harrison

Kim J. Harrison has authored, edited, coordinated, produced and published the material in the articles and ebooks on this website. He brings his experience in professional communication and business management to provide helpful insights to readers around the world. As he has progressed through his wide-ranging career, his roles have included corporate affairs management; PR consulting; authoring many articles, books and ebooks; running a university PR course; and business management. Kim has received several international media relations awards and a website award. He has been quoted in The New York Times and various other news media, and has held elected positions with his State and National PR Institutes.

Content Authenticity Statement. AI is not knowingly used in the writing or editing of any content, including images, in these newsletters, articles or ebooks. If AI-produced content is contained in any published form in future, this will be reported to readers.

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Further Reading

Learn the Art of Selling Creative Ideas to Decision Makers

Generating creative ideas is only half the battle. It is difficult enough to come up with a new creative angle, but then we often have to sell the wonderful idea to decision makers who are just not on the same wavelength. Most communicators are familiar with this...

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