Speaker - October 2007

A snapshot into the lives of the people who hire us
The decision-maker shuffle: how to take the lead

Joe, the CEO, has told you to
contact someone in his office
named Sue. You are thrilled that Joe is
interested in bringing you in to speak
to his managers. But who is this Sue?
Several scenarios cross your mind.

Your being passed to Sue could mean that you definitely will be working with that company. Perhaps Sue’s role is to implement projects that Joe wants put into action. If Joe says “Do it,” it gets funded.

Or, your being passed to Sue could mean that Joe has some interest in bringing you in but there is no urgency at all. Sue has a base level of annoyance with Joe for his tendency to leave so many vendor conversations incomplete and then expect her to deal with all of these strangers when she has “real work” to do.

Or, Sue could be the person who drives the final decision. No speakers, trainers, consultants or coaches ever come into this corporation until they demonstrate to her that they have a full understanding of this company’s strategic plan, corporate culture, and the context and ROI of the proposed project. When Sue is satisfied, she’ll make a recommendation to the members of the executive committee, including Joe.

So, which one is it? Are you on the receiving end of the decision-maker shuffle or are you being referred to a key player in process? Sue won’t tell you, so before you talk to her and, in fact, before you stop talking to the CEO, you need take the lead. Suggest that Joe introduce you to Sue and ask him to tell you more about her role. You’ll learn a great deal about the culture of their organization by hearing the specific words Joe says to Sue when introducing you to her. And be sure to set a date for a follow-up conversation with Joe, before he hands you off. If you’re hesitant to guide Joe during this stage of the process, why should Joe believe you would be strong enough to have an impact on his company later?

If it’s already too late for that, it’s important to understand that the “Sues” of the world have become a bit weary of us. As a result of wishful thinking, most speakers in this situation jump to the conclusion that their speech will be scheduled quickly and that Sue’s role is just logistics. Think about how different your questions would be just based on your assumptions about her role in the scenarios above. To not step on our own tongues, we need to know who “owns” the content, who owns the process and who owns the logistics in their organization, even if you have to go back to the CEO to get clarification and regain control of the referral process.

The decision-maker shuffle is a dance we all must do at some point. Name the tune as soon as you hear it, and then don’t be afraid to take the lead.

Known as The Growth Strategist, Aldonna R. Ambler, CMC, CSP, helps rapidly growing midsized companies realize their goal of Achieving Accelerated Growth With Sustained Profitability^®through opportuni-ty/resource analysis, executive coaching, strategic working sessions and her intermediary role regarding growth financing. She can be reached toll-free at 1-888-Aldonna (253-6662), by e-mail at Aldonna@ AMBLER.com or online at www. TheGrowthStrategist.com.