How to write readable reports and winning proposals: Part 4: internal proposals that move decision makers: your package must include a problem that hurts, a cost-effective solution that follows a proven path, and an attractive breakeven point.

People with great ideas for their organizations are often shocked to find those ideas rejected by management. They come to see management as unimaginative, unresponsive, or blinkered--but the real problem may be their own inability to write a persuasive proposal. Here, we will show you how to avoid common traps and construct an internal proposal that stirs up decision makers.

SOME MYTHS AND TRUTHS ABOUT INTERNAL PROPOSALS

Take an honest look at your beliefs about internal proposals. Do they fit more with the following myths than with the truth?

Myth #1 It is easier to get money for technical projects from my own management than it is to sell an external customer on a project. In truth, most managers who control the money are looking for solutions to major headaches. Unless you show them a burning problem, they are not going to spend a penny. The only sense in which internal proposals may be easier than external ones is that their format is often less complex.

Myth #2. Internal management appreciates creative projects or approaches. Researchers, project engineers, and technical professionals in general like to experiment with new ideas--and therefore present the creativity of a project as a selling point. However, people who control the money (and are held accountable for it) usually prefer certainty: "If I spend $x, I will get $y back within 2 months."

Myth #3. If a point out a problem the organization is facing, management will be eager to get it solved. In truth, decision makers are conservative: they will cling to the status quo as long as it seems safe and profitable. If you point out a problem, they may deny it, blame you or somebody else, or wait for it to go away--anything but fund your idea. The key is to show, in logical, financial terms, that the status quo is not safe and profitable.

Myth #4. If I show that a pressing problem exist and offer a cost-effective solution, management will act. Chances are, management will still not move. Why? Because there are better "investments" for the company's limited money. It is just like the stock market: many stocks may promise to satisfy your need to grow your savings--but you will probably pick those that offer the biggest (though still safe) return in the shortest time. To persuade management to invest in your solution, you must present an attractive breakeven point after which your solution will save or make money.

AN EFFECTIVE APPROACH TO INTERNAL PROPOSALS

The following five step approach will give your proposals a good chance, because it is built on the truth about management's attitudes.

1. Define the problem to be solved. What exactly is it? How much is it costing us? (Advice: Go for big problems that are causing a lot of pain. Solving those will build your credibility and reputation.) When and where does it occur? (Advice: Think big. Does the same, or a similar; problem occur in several areas of the organization, beside the one you initially considered?) Why is it occurring? If we do not solve the problem, how much will it cost us over the next year or several years?

2. Present an effective solution. Briefly describe several possible solutions. (Advice: State the pros and cons of each objectively. This demonstrates that you have thought about the problem and are not offering your first half-baked idea.) Then recommend one idea as the preferred course of action. Finally, explain your plan of action by describing (1) the specific steps to be taken, (2) who will be involved, (3) what resources will be needed (both human and technical), and (4) when the plan will be implemented (include a time line or Gantt chart if the project is long or complex).

3. Present cost information. This should include detailed budgets for the specific steps to be taken, people involved (internal/external consultants, support personnel, etc.), and technology required (equipment and services).

4. Project financial results. Contrast the cost solving the problem with the cost of not solving the problem. When will the organization begin to profit from this proposal? (Advice. Resist the temptation to inflate your projections. It is better to be seen as conservative than as overly optimistic.)

5. Ask for the order. Close by asking for permission to start the project. (Advice: Use this as an opportunity to repeat the main benefits of implementing your solution.)

Cheryl and Peter Reimold have been teaching communication skills to engineers, scientists, and businesspeople for 20 years. Their firm, PERC Communications (telephone [phone], e-mail [e-mail]), offers businesses consulting and writing services, as well as customized in house courses on writing, presentation skills, and on the-job communication skills. Visit their web site at www.allaboutcommunication.com.