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Five proven ways to
instant project approval
There are many articles written on how to be
a successful IT manager. Usually these deal with
methodologies for conducting an audit or analyzing the
technical environment, and not the basics. In my experience
working with IT leadership in a mentoring capacity, there
are a few fundamentals that I always insure are present and
accounted for. One of the first complaints I hear from IT
managers is that they can't get projects approved. There are
five basic remedies to this problem that work every time.
(1) Asking -- Asking is extremely basic and could seem
implied, but it is overlooked the majority of the time. The
number one complaint I hear from all IT managers is that
they can't seem to support the business with what they have
to work with. My first question to them is "did you ask for
what you needed"? They sometimes respond with a no, and
their canned response is that nothing ever gets approved for
money or budget reasons. This is especially true of the IT
manager, because financial people don't always understand
what is being accomplished in IT. Believe it or not, I
usually have no problems getting money to fund projects. In
some cases, other departmental budgets get cut in order to
fund my projects. Keep in mind that they don’t always get
approved the first time. What happens to others is that
sometimes after a defeat, the IT manager’s confidence is
gone to the point of not returning to ask a second time. Not
just for what they were originally asking for, but for other
requests as well. They become conditioned to the "no"
response. It is true that you only get what you ask for. The
point here is that if you don’t have what you need, keep
asking for it. Once is not enough, especially if you believe
in what you are asking for. The worst that can happen in
asking is getting a no. In my mind, no represents an
opportunity to ask better next time.
(2) Responsibility -- The second formula for success after
asking is passing the baton of responsibility. A tried and
true method of getting projects approved after a "no" is
having the executive sign a document saying that they
understand the need and that they take responsibility for
not approving it. For some reason, I see IT managers still
responsible even after their project doesn’t get approved.
For example, you have a request for new virus protection
software because you continually get hit by viruses. It
doesn’t get approved for financial reasons, but you still
retain responsibility and get blamed for computers going
down because of the protection software. Why is this fair?
This is a gutsy move and requires some fortitude, but it
will set you apart from other managers. If they make the
decision, then it is their responsibility. If you make the
decision, then you take the responsibility. It is that
simple. With that said, make sure you are prepared to take
responsibility with your decisions and projects and don’t
waiver. Be responsible.
(3) Persistence -- The third fundamental is persistence. The
truth is, the "squeaky wheel always gets the grease." Even
though you have probably heard this a million times, it's
true and remains unpracticed by most. The ones that do
practice this principle get results. I can’t say it enough,
if you ask once and you don’t get results, ask again. There
are several things you can do to make this effective. Don’t
ask the same way twice. Try a different approach or a
different angle. I always recommend learning everyone’s
personality type and becoming an expert on what makes other
people tick. This could give you some valuable clues on how
to ask appropriately. For instance, using emotion on a
person that only cares about data will fail every time. If
they are the data type, use data to back up your claims. In
other words, don’t use techniques that apply to you only;
fit them to match the person with the money and power.
Another way is to bundle the request with something else
that gets approved. In order to succeed as an IT leader, you
are going to have to become an "asking" engineer.
(4) Confidence -- Look in the mirror, smile
and tell yourself that you will succeed. This truly is a
fundamental quality and something IT managers struggle with,
especially if they are not used to dealing with business
issues apart from technical ones. It is not just about
competence in one's area of expertise. If it were that
simple, all IT projects would be approved, no problem. It
takes belief and courage in one's competence to make the
difference. Winston Churchill once said, "Courage is the
first of human qualities, because it is the quality that
guarantees all others." If you show confidence in what you
are asking for, it will help others see your commitment and
guarantee.
(5) Continual learning -- Also be prepared. I can't tell you
how many times I see managers coming to the table without
their ducks in a row. Know the lingo, know the industry, and
know what you are talking about first before asking. I have
seen other managers die on the vine when questioned deeply
about their projects. They simply didn’t have the answers.
Know that you know that you know. If you are the expert, you
will get results. Your commitment before you go to the table
is that you will be fully prepared. This requires reading,
seminars, mentoring, subscriptions, etc. You may never be
known for having all the answers, but you will be expected
to know where to find them. Take the time to do a personal
inventory of knowledge. Where you see weakness or
opportunity for improvement, find the resources to fill
those gaps.
How would you like to hear "yes" the next time you ask for
project approval? If you follow these five important steps,
you will get projects approved and have the resources you
need to take your business and department to another level.
Email joey @
higherhill.com or call 678-448-4058 for speaking
engagements, corporate retreats, strategic
consulting, article requests or collaboration.
For more information, go to
http://www.joey-smith.com
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