Technology leaders and business executives speak very different languages. So when an IT leader seeks approval for a project involving the roll-out of new technology, their success is solely dependent on their ability to bridge the gap between the technical language they speak and the business language understood by their company’s non-IT stakeholders and decision makers.
The likelihood of a project getting approved drops significantly if an IT leader fails to effectively translate their technical needs and goals into the kind of business needs and goals that resonate with their non-IT colleagues - a process called SELLING.
Most IT professionals are not, by nature, salespeople. In fact, many of my IT colleagues neither like nor trust most salespeople – or “the suits” as I’ve heard several engineers refer to them. So asking any technical specialist to think like a salesperson is like asking them to cross over to the dark side.
But fear not, my fellow nerds. By following a few simple guidelines, you can learn to learn to communicate with the non-IT business leaders in your company in a way that gets your IT project approved, and doesn’t require you to trade in your pocket-protector and jeans for hair-gel and a suit.
Step 1 - Define what you want
If you are seeking approval for an IT project, you obviously feel strongly about the need to install some kind of new technology in your offices, or replace antiquated systems with something that is better, faster, more-reliable, and/or more secure. So begin your project request/proposal with an overview of the current state of your IT environment, with special emphasis the problems the company is experiencing because of the existing technology. Next, describe the new solution you are proposing and explain how it will reduce/eliminate those problems. And finally, provide a cost estimate for the procurement and installation of the new equipment.
STEP 2 - Identify Your Audience (the approvers)
Long gone are the days when IT leaders just requested funding for new technology and it was granted carte blanche. In this age of fiscal responsibility and accountability, most capital expenditures must be approved by multiple executives or committees.
It is imperative that you identify the decision-makers and stakeholders in your company before you request funding. By taking time to explore the ways in which the new technology – and your project in general -- will impact their Departments and/or the company’s bottom line, you can address those concerns in your proposal. This shows your stakeholders that you have considered the broad impact your project will have beyond the concerns of the IT department.
Step 3 - Translate your goals into their goals (learn to speak klingon)
Chances are that you and your fellow IT colleagues believe the merits of any new technology you propose are inherently obvious. But to the non-IT business leaders, they are not. It’s your job to translate the technical benefits you are trying to realize into business benefits that your audience understands and values.
In most cases, business leaders’ capital expenditure decisions are highly influenced by the impact the project will have on the business gauges used to measure their performance. For example, if one of your decision maker's performance is graded based on improvements to the company’s bottom line, then explain ways the new technology will save the company money. If another decision-maker is focused on endeavors that improve the customer experience – thereby increasing customer satisfaction and loyalty, and increasing sales – then emphasize ways the new technology will do that (i.e. adding free Wifi will prevent customers from taking their business elsewhere; a new POS system will speed up the checkout process).
While your reasons for wanting a new technology may be completely different (though still valid), you will struggle to motivate anyone to approve a project if they can't see a benefit that speaks to their needs and goals.
step 4 - HAVE them gaze into your crystal ball
Some industry consultants claim that almost 45% of all equipment quotes solicited by businesses end up closing with a reason of “No Decision Made”. And the most common reason that happens is because an IT Manager failed to properly motivate the decision-maker in their company - a task most easily accomplished by showing them the Pain.
In his motivational seminars, Tony Robbins frequently talks about the fact that human beings will do far more to avoid pain than to gain pleasure. Consider how this relates to your decision-makers’ reluctance to approve large capital expenditures. They perceive spending as a painful thing. The best way to overcome that obstacle is to show them how much more painful it will be if they don’t approve your project.
Don’t just explain the pain your company is experiencing today because of the antiquated technology in place. Paint them a picture of how much worse it will be in one year (or five years) if they don’t approve your project now. By showing how the pain of not approving your project far outweighs the pain they’ll feel by making a financial investment in your project, you will motivate them to avoid the greater pain by giving you the green light.
5
While the four steps above will get you started toward becoming a more effective tech-to-business translator, they fall short of giving you all the tools necessary to prepare an IT Project proposal that your management team just can’t refuse. To gain that knowledge, you need to attend Tech Service Today’s “How To Discuss IT Projects with Non-IT Stakeholders” webinar on Wednesday, July 26, 2016 at 2 PM Eastern (11 AM Pacific).
(Got a story of your own to share? We'd love to hear it. Email Tim Sauer at tim.sauer@techservicetoday.com)
If your technology project gets approved and you need help installing the new equipment, contact Tech Service Today to have a qualified Technician delivered to any location in North America in 4-hours or less.
Just call (800) 973-2022 (option 1), or Email us at Service@TechServiceToday.com