Running my Long Island and Stamford tax and accounting business, I’ve had plenty of people pitch me ideas or services — some successfully … others not so much.
And this week, I’ve got a few things that I was wanting to put in front of some people, so I was reviewing my own “idea salesmanship” strategies and thought that my clients and Long Island and Stamford referral partners might benefit from the little crib sheet I put together for pitching ideas (or a product, of course — though I do much less of that than many sales professionals).
Before I share it, however, a reminder for you if you haven’t yet worked with us, or you have friends or Long Island and Stamford business associates who might be interested in a switch this year …
Make the “switch” to Michael Kessler for your 2013 tax return filing — and receive a complimentary post-season tax planning session.
($250 value) First TEN new clients only
Email me now, and we’ll book your tax planning session for some time in May or June (after the chaos of tax season subsides), and we’ll work PRO-ACTIVELY on your asset mix to ensure that your 2014 returns are as well-protected from Uncle Sam’s grasping hands as possible.
But all that aside, here’s advice on how to sell your ideas like a pro to high-level decision makers …
Long Island and Stamford Tax Accountant On Getting Buy-In From Decision Makers
“You will get all you want in life if you help enough other people get what they want.” -Zig Ziglar
It pays to be ready with an outline for how things should go when you need a favorable decision. I know I like to be.
So, whether you’re seeking a decision from inside or outside your organization, keep the following in mind as you get ready for the meeting:
• Be prepared.
Do your homework. Even if you’ve worked with this person or organization for years, take the time to confirm his or her priorities so you can position your idea appropriately.
• Open with your conclusion.
Don’t make a busy manager wait for you to get to the point. Explain what you want up front so the person doesn’t feel you’re wasting his or her time.
• Clearly describe the problem you’re trying to solve.
Your idea won’t mean much unless it deals directly with an important issue facing your counterpart, or the organization as a whole. Spell out the need in quantifiable terms so managers can evaluate your solution.
• Outline the benefits.
Be realistic — your idea won’t solve every challenge, and it’s perhaps even more important to state as such. People hate hype. But do let the decision maker know how your idea will help the organization achieve its goals.
• Deal with the costs.
Show that you’ve done the necessary work by examining the obstacles and costs associated with your solution. Don’t dwell on them, but be honest. You’ll further reinforce your credibility.
• Request a commitment.
Every salesperson knows how to ask for the sale. Once you’re finished (and remember to be brief!), ask your counterpart for a decision and a commitment to putting your idea into action. Otherwise the decision-maker may not understand what you’re really asking for.
I would ask that you forward this article to a Long Island and Stamford business associate or client you know who could benefit from our assistance–or simply send them our way. These particular articles usually relate to business strategy because, as you know, I’m a Profitability Consultant also specializing in tax preparation and planning for Long Island and Stamford families and business owners. And we always make room for referrals from trusted sources like you.
Warmly (and until next week),