9.8
SELLING LARGE PROJECTS:
A MUCH-VALUED LEADERSHIP SKILL
Inspired by Neil Rackham.You may not have thought of selling as an important leadership skill, but leaders are expected
to influence others, to move their ideas within their organizations, and to get support for
plans, projects, and recommendations from a wide range of constituencies, including more
senior leaders. But beware; selling techniques that are effective for small projects can be coun-
terproductive when applied to selling large projects. This tool highlights the difference, and
shows you how to adapt your selling efforts for both small and large projects, proposals, and
recommendations.
Consider these contrasting demands when selling a small versus a large project or proposal.
SECTION 9 TOOLS FORLEADING ANDINFLUENCINGOTHERS 287
- Value-adding is not a big issue:
➠ A manager can say “yes” on impulse without big
risks.
➠ 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 much
time with smaller proposals. Acceptance is often
impulsive. - It is easy to separate you, the leader, from the
proposal or recommendation. - Single or simple stakeholder system; exposure is low.
- Quick to close; key skill is to clearly plan for
implementation.
✔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 your
stakeholders by asking implication questions like, “If
you don’t do this, what will happen?”
✔In the case of a mistake, risk is high:
➠ Ferret out risks and resistance, often hidden or
indirect.
➠ Deal with risks the change brings.
➠ Others naturally become more cautious;
therefore, you may need to make recommenda-
tions over a series of meetings.
✔Considerable building of rapport and relationships is
needed:
➠ 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 or
recommendation:
➠ Build trust in youand in your proposal.
✔Multiple or complex stakeholder systems:
➠ Personal exposure and identification with the
project or recommendation should be high.
➠ Deal with “hidden” stakeholders.
✔Being too quick to close can be dysfunctional:
➠ Pressuring leads to emotional, resistant behavior.Selling a Small Project or Recommendation Selling a Large Project or Recommendation