Encyclopedia of Leadership

9.7

SELLING WHEEL: GETTING YOUR

RECOMMENDATIONSACCEPTED

Inspired by numerous sources.

Leaders may have great ideas, but nothing happens unless and until there is buy-in and com-

mitment to change by those whose support is needed to turn those ideas into effective action

(e.g., senior management, peers, workgroups, clients). To get people on board, leaders need to

persuade others of the value and practicality of their recommendations. The tool for making

this happen is the Selling Wheel.

❶ Establish credibility and rapport.People in business today are action-oriented and want

you to get to the point quickly. While you’re doing this, however, also work to estab-

lish rapport, using person-to-person conversation and eye contact. Know that decision

making and commitment to follow-through are as much matters of the heart as of the

head. Thus, both facts and relationships are important.

❷ Establish the need.We live in a results-ori-

ented society. People often judge the suc-

cess of your presentation by how well it

answers their basic question, “Why?”

Remind people of their needs and of the

general benefits of your recommenda-

tions.

❸ Present your data and analysis.Too often,

presenters fall in love with their data and

analysis. Yet in our fast-paced, time-con-

strained world, most people want only

the minimum of analysis. Presenting data

is the most time-consuming part of most

presentations. Give people only enough

to understand the logic and value of your

recommendations; don’t frustrate them

with an avalanche of data and analysis.

❹ Sell your best option(s).This is the heart of a persuasive presentation. Distinguish fea-

tures (descriptors of solutions) from the benefits (why and how the features explicitly

meet the client’s needs). Too often, presenters overemphasize the features (the bells

and whistles) as opposed to the benefits (why people should have these bells and whis-

tles). It’s the benefits that resonate with people. Benefits sell!

❺ Deal with reservations and risks.Having just described the benefits of your recommen-

dation, it’s now time to turn to the limitations and risks. Don’t ignore or avoid dis-

cussing the risks. Doing so makes them conspicuous by their absence. Fearing conflict,

284 SECTION 9 TOOLS FORLEADING ANDINFLUENCINGOTHERS

1.

Reestablishing

Credibility & Rapport

6.

Change Plans

and Follow

Through

5.

Dealing with

Reservations

and Risks

4.

Selling the

Best Option(s)

3.

Presenting the

Data & Analysis

2.

Reestablishing

the Need

Commitment

to Change