“God, this is a big problem!” Renu said, leaning forward, elbows on the table, hands clasped in front of her.

Bert smiled, pleased with Renu’s reaction. Bert was a newly promoted warehouse supervisor, he had worked in the warehouse for two years fresh out of high school. He proved to be a hard worker with a lot of promise. Renu, the plant manager, saw Bert as a high-potential employee who had the passion and talent to eventually take his job one day.

“I’ve been saying this was a problem for a long time,” Bert said.

“So what do you think we should do about it?” Reno asked.

Bert paused for a minute, not waiting for the question. “Well, I’m not sure.”

“You are not sure?” Renu asked, her eyes locked with Bert’s.

“Um, no, not yet.”

“Not yet?”

Bert could feel beads of sweat forming on his forehead.

“Bert, you bring me a problem, but you don’t propose what to do about it?”

“Well, I, uh, I didn’t think we’d be talking about solutions here.”

Renu saw what was happening and decided to turn the meeting into a teaching moment.

“Bert, you and I have talked about your potential and you know how committed I am to your success. Anyone can spot problems; people who only spot problems are average at best. The ones who rise above are the ones who don’t.” they only articulate a problem, but also follow up with a proposed solution. Did you see how engaged I was when you articulated the problem to me?”

“Uh-huh.”

“Right, I bought into your problem. That was the time to articulate what should be done about it, when you had my attention. When you come in without a solution to your problem, it leaves me frustrated. I really want to know what you think and want to see.” your problem-solving skills in action.

Bert smiled slightly as he realized that the meeting had turned into a lesson in selling ideas. “He does.”

“Okay, now how about we meet up again in a couple of days and try this again.”

“Sounds good, I’ll have time on your calendar,” Bert said as he got up from his chair.

“Very well. Take care, Bert, and close the door on your way out.”

Tollgate 3: I understand what you want to do about it

After coming to terms with the problem, the next step is to articulate your course of action. This could be in the form of an objective solution that addresses the problem or specific steps that you think need to be taken to arrive at an objective solution. The important thing here is clarity. Whatever you propose, make sure it’s specific, measurable, realistic, and relevant. Specific means that you have drawn a clear line between the problem and the course of action; that it is clear to the executive how the course of action addresses the problem. Quantifiable means that the course of action is measurable; that it would be clear whether or not the course of action was achieved. Realistic means that the course of action can be carried out with the time and resources available; that the executive could secure what is needed to execute the course of action. Relevant means that the course of action is related to the scope, values, and priorities of what the executive controls or influences; proposing something that is beyond the scope of what the executive can influence will only elicit a response of “I can’t do anything about it.”

In no way should you be like Bert and present an issue without a course of action. It labels you as someone who raises problems with no recommendations on how to solve them. Anyone can raise issues; it is the competent professionals who articulate what to do with them.

Again, positive executive engagement is crucial. Getting some questions and context is a good step to ensure buy-in from the executive. Things could get tough if the executive disagrees with the course of action accompanied by his inflexibility to deviate from his proposal. Be very attuned to what the executive is communicating and seek to incorporate some of their thinking into your course of action.

~~~~~

Executives cannot do all the thinking in an organization. They rely on competent and clear thinkers not just to let go of things that are wrong, but to articulate rational courses of action to make things better. Don’t leave an executive hanging with a well-defined problem and no proposed solutions.

We have gone through three tolls so far:

• Tollgate 1: I think you’re believable
• Tollgate 2: I recognize the problem
• Tollgate 3: I understand what you want to do about it

The following is part 4 of
The 5 tolls of the sale.