General approach
When pitching an idea, it’s not just C-level executives or your direct manager you need to convince. If the execution relies on your team’s resources, you’ll also need their buy-in. Ultimately, your team will execute the idea, so their support is fundamental. In many ways, their backing can be the most critical factor in ensuring the idea’s success. As Napoleon Bonaparte famously said, “Soldiers generally win battles; generals get credit for them.”
When pitching to your team, you need to know their WHYs - why they do what they do and what drives them. One might be motivated by the opportunity to work with cutting-edge technology, while another might be primarily driven by financial benefits.
To gain your team's buy-in, tailor your pitch to address their motivations. Use the self-reference effect (a psychological phenomenon where people are more likely to remember & react to information that relates to them) to make your pitch more relatable to them.
Unlike pitching to executives or managers who may be directly interested in revenue and business growth, your team members may have different interests and motivations. Sometimes, even the greatest expert works just for money, which is completely okay.
That's why you should use the In media res technique. Kick off your pitch with something engaging and relevant to your team, without initially providing business impact context. Remember the Matrix and the scene with Trinity in the phone booth? That's what kept all of us watching an extremely complex movie. Imagine if The Wachowskis had started with a long explanation of how the world works. We would have empty theaters.
Remember, winning your team equals winning the war.
Step-by-step guide
Understand the why's behind each team member's motivations
As Benjamin Franklin said, "If you would persuade, appeal to interest and not to reason." Surprisingly, your team members might have motivations that aren't immediately obvious. Not everyone is motivated solely by financial benefits, and sometimes people continue working for other reasons, even if they don't like the company.
Identify everyone who will be crucial in executing your idea and understand what drives them to do their best work. Tailor the problem statement and solution plan to address these motivations.If someone is motivated by innovation, allow this person to choose the technology to use. For someone seeking praise, mention that your work might be featured in a conference, etc.
Craft your message
Start by outlining your main goal and understanding how your pitch will help you achieve it, whether it's seeking resources, approval, or in this case the help of your team. Then, come up with one key message that will persuade your team to support you in reaching the goal.
I.e. We will create a new presentation tool that will increase the likelihood of a successful presentation by 90%, for everyone.
Provide context with the right level of detail
Cut unnecessary details. Different audiences require different levels of detail. For example, when pitching to C-level executives, focus on the business side of your idea and leave out technical details (unless you're pitching to the CTO).Similarly, when pitching to your team, choose the appropriate level of detail. When pitching to engineers, include more technical details. When pitching to a diverse audience, include fewer technical details and focus more on the problem's reasons and potential outcomes if the problem is fixed.
No one wants to listen to a presentation about something unimportant or disinteresting to them.
Highlight the why behind the problem and proposed solution
In addition to understanding the individual motivations of team members, it's important to highlight the rationale behind the problem and the proposed solution.
People are more likely to support your idea if they understand the underlying reasons. For instance, in the well-known terrifying Milgram experiment, individuals were more inclined to do bad things to others if they were provided with "it is for scientific purposes" reason.
On a more positive side, there is Carl Braun’s corporate policy:
If you were going to issue a directive, you had to tell the person Who, What, When, Where, and most importantly, Why someone was to do it.
It's crucial to be honest and transparent.
Address the individual whys of each team member.
Then, as discussed in step no 1, there's another level of whys - individual team member motivations. For team members motivated by financial incentives, emphasize the possibility of bonuses or a potential raise. For those interested in innovation, allow them to pick the technology to be used, etc.
It's important to avoid making unrealistic promises.
Communicate a clear call-to-action
This will be the climax of your pitch. It's time to make the ask or initiate an action.Outline your CTA in the following format:
What: I.e. Propose a solution for the new presentation toolWho: I.e. Participating team members
When: I.e. This week
Ask for feedback
Finally, since your team will be responsible for executing the solution, they are likely the best people to choose the approach. After presenting your idea, be sure to ask "HOW" questions.
Ask about the flaws they see, the best approaches to building the solution, and if there's anything you can do to help them achieve the goal.
Keep in mind!
Don’t skip the negative feedback
Negative feedback from your team is precious. When pitching new ideas, you may face disagreements or even warnings that your idea could fail.
While some of this pushback may stem from a phenomenon called resistance to change, it’s important to realize that this feedback is often reasonable. Your team, being on the front lines, may have deeper insights into potential issues.
Unfortunately, leaders often overlook feedback from lower levels of the organization, dismissing it as less significant. This can lead to poor decision-making, wasted resources, and a loss of trust and confidence from employees.
