What Makes the CEO Say "Yes"?

5

Rate this Article: (4.5 Stars | 39 Votes)   Thanks for your rating!

As a chairman and CEO of an $85M company with over 700 employees I was presented with my fair share of proposals for projects, “transformational” initiatives and various other recommendations. Most of the time my reception to these proposals was tepid at best. And for good reason. It wasn’t that the proposal was unreasonable or the associate or consultant presenting the proposal wasn’t credible, it was simply that the connection of the proposal to what we were doing as a business and to our macro strategic imperatives was out of alignment.

Below I will share the business questions that I asked in an effort to differentiate the projects and initiatives that wouldn't receive further consideration from those that I threw my full support behind. I think it’s safe to say that my thinking and behavior in making these decisions is quite typical of most CEOs—specifically, if someone wanted my support he or she had to convince me the idea or proposal was moving in the same direction the company was going.

Here are the questions I asked:

• How does this proposal or idea connect to the larger strategy?
  • Is the proposal or idea keeping with and supportive of the strategic path we are on?
  • Will the success of the proposal or idea, as it is defined, actually move us to our defined strategic outcomes?
  • Will its success make us more valuable in the market place?
  • Will it positively differentiate us to our clients and associates?
• How does this proposal or idea impact our people?
  • Does it facilitate their success? How?
  • Does it lower personnel turnover and increase engagement?
  • Does it make us a more attractive employer?
• Why is this proposal or idea more than just a fad or another “initiative”?
  • Will it actually do what the proponents profess?
  • Can it be legitimately sold to the intended audience, or will they view it as another “initiative” that will have a big launch, lots of flash and no follow through or substance in the form of meaningful change?
• Do we understand the resource implications of this proposal or idea?
  • What will it really cost (hard and soft cost)?
  • Has the presenting team done a truly diligent and pragmatic review of the costs?
  • Do we have the funds to carry this out?
  • Do we have the people-power to carry this out, or are we already too thin and fragmented with current important issues?
  • If we do this, do any current issues have to be delayed or cancelled?
• Do the people presenting the proposal or idea really understand what it is going to take to carry it through, and do they have the requisite skills?
  • Have they thoroughly considered and planned the entire execution of the idea?
  • Do they have enough experience to be successful?
  • Do they have the enterprise influence to be successful?
  • Do they have the drive to succeed? (Note: This is probably the single biggest consideration.)
• What is the ROI, and how are we going to measure it?
• Does the proposal or idea capture my passion?
  • Would I be excited if I were an associate impacted by this?
  • As CEO will I be able to get and stay behind this for the duration?
  • Is it the most important thing I can spend my time supporting given all the competing alternatives?

The biggest challenge for any department in a company is to think of the macro business first. Most of us have the tendency to look at the world through the filter of our assigned discipline, i.e. human resources, marketing, F&A, etc. CEOs have to see the world holistically. If you can make your presentations and arguments for support from a holistic perspective you will greatly raise the odds that your proposal or idea gets top level commitment and support—and receives the CEO's "Yes"!

First Published on Human Resources IQ.

Contributor:   Doug Wilwerding

Doug Wilwerding joined Omnium Worldwide, Inc. in 1986 as Director of Marketing and Field Sales. After positions in marketing and operations, Wilwerding started Accent Insurance Recovery Solutions as a division of Omnium in 1990. Wilwerding was president of Accent Insurance Recovery Solutions from 1990 through 1997. In 1998, Wilwerding completed a leveraged buyout of Omnium Worldwide, Inc.

In the spring of 2007 Wilwerding sold Omnium Worldwide, Inc. to West Corporation. He was appointed president of West Asset Management-Receivable Services, a division of West Corporation. West Asset Management is the second largest provider of accounts receivable management services with over $350 million in revenue and over 3,000 associates.

In 2008, after completing the post transaction integration, conversion and leadership transition, Wilwerding left West Corporation to found The Optimas Group, LLC.

The Optimas Group is focused on working with middle market businesses to build clear, actionable strategy, supported by high performance cultures and develop and facilitate wealth creation programs that integrate the owner’s objectives with associates' objectives.

Wilwerding holds a BSBA and MBA from the Daniels College of Business at the University of Denver in Denver, Colorado.

You Should Check Out:

Employer Branding to Empower Recruiting and Retention

Onboarding: What Is It? Is It Worth It? and How Do You Get It Right?

The 'Flaws' with Women In Leadership

Report Abuse   uhela 03/06/2010 7:40:58 AM EST kurumsal dan??manl?k kurumsal yabanc?lar çal??ma vizesi yabanc?lar çal??ma vizesi beylikdüzü servis beylikdüzü servis yabanc? çal??ma izni yabanc? çal??ma izni g?da sicil sertifikas? nas?l al?n?r g?da sicil sertifikas? nas?l al?n?r geri dönü?üm izni geri dönü?üm izni Replies (0) Post a reply Sign in or Sign up to post a comment

Report Abuse   Yuvarajah 02/01/2010 6:28:13 AM EST Doug, these are very legitimate, pertinent and poignant questions to think of. I wonder if it is a frightening tall order. Sometimes you just can't expect to have all the data and evidence to support a proposal and have to bank on intuition in moving forward with agility. For example, the ROI on turning around culture or leadership. It concerns behavioural competencies that is simply difficult to predict with accuracy how it will impact the progress or results. I fully agree, drive, zeal or willpower is so vital for successful conclusion of any new or change intiative. But, you need to get the unconditional and absolute buy-in which, according to Kotter, starts with creating a sense of urgency. Why, in the first place, a CEO wants to listen in listen in if there is I believe this is more important for the business survival than being bogged down capability concerns. I just caught a brief review of Malcolm Gladwell's book, "what the dog saw". In his book he says, "good writing does not succeed or fail on the strength of its ability to persuade, but rather on its ability to engage and make you think. Now, if a proposal has just done that to a CEO, would it not deserve a first pass, before calling for a rigourous risk assessment to mitigate the factors or obstacles to see the project succeed. In a highly matured and capable organisation, all that is needed is simple leadership faith and support. Replies (0) Post a reply Sign in or Sign up to post a comment

Report Abuse   Bobby 12/16/2009 2:17:53 AM EST Thanks for sharing this. Its a great piece of information. Insightful & helpful. Replies (0) Post a reply Sign in or Sign up to post a comment

Report Abuse   Kevin 08/13/2009 1:46:28 PM EDT Doug, Thank you for your article. I believe I do a good job of preparing a persuasive and business-focused proposal, but I still learned something from your article. Thanks for sharing your perspective. I don't often get feedback after one of my proposals is not accepted, so it's nice to hear what is important to a CEO in his own words. Kevin Miller 480-513-0300 od-consulting.com Replies (0) Post a reply Sign in or Sign up to post a comment

Report Abuse   J1234 08/06/2008 10:06:13 AM EDT I enjoyed this article. It was helpful, and it really got into the minds of the CEOs. (I've often wondered what went on in there!)Now I have a better understanding of how to approach my CEO the next time I have a project proposal. Replies (0) Post a reply Sign in or Sign up to post a comment