The lab relies on the lab manager to obtain approvals for investment in all the things the lab needs to conduct its science: people, space, instruments, and equipment. Developing strong advocating skills is important for lab managers to deliver on this specific responsibility. Many people believe that the key to effective advocacy is face-to-face discussion with line management about the proposal. However, building the groundwork for that conversation is the foundation for strong advocacy. Delivering the support for the investment prior to the discussion frames the interaction with line management and can set up a positive discussion. Here are five steps to preparing for that conversation.
Focus on needs
Focus on the needs of the lab, not the wants. Needs solve problems, while wants solve inconveniences. In most organizations, funds for significant investments are tight, and only the most important proposals will get approval. Focus on the key things that are preventing the lab from delivering on its purpose and build solid, data-driven proposals to resolve those problems.
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Effective business case
An effective business case comprises two different documents, a written document and a spreadsheet. The written document describes the problem to be solved, the best options to solve it, the highest value option, and the risks involved. This narrative is clear, concise, and factual. Line management can rarely have the emotional attachment to the science that the lab has, so this is a business document, not a treatise on the details of the solution.
The spreadsheet documents all the costs involved in the proposal and monetizes the benefits of the solution. It is written in terms of currency. Each of the technical benefits associated with the solution must be monetized to show a clear return on the investment (ROI). Together, these documents demonstrate the value to the organization of this proposal.
Concise pitch
Develop a concise pitch that delivers the key points from the business case, starting with why the investment is important and proceeding through how the problem can be solved and what steps are required to deliver it. The pitch needs to be framed as a business discussion focusing on the problem, how to solve it, and the ROI. The pitch needs to be flexible to be presented alone in a conversation or with data-driven slides in a presentation.
Listen
It is crucial to actively listen to the responses from line management about the proposal. To get approval, any concerns they have must be addressed. Line managers often have access to more information than lab managers, and proposals can be modified, adapted, and improved based on what is learned during the meetings around the proposal. Sometimes changes can be made on the fly during a conversation, and sometimes the proposal needs to be completely redone to take advantage of new information and circumstances.
Build trust
Consistently delivering on investments builds trust in line management that the data in the business case is accurate and actionable. Develop cases that are driven by data and are achievable; strive to under-promise and over-deliver. Stretching a business case to improve the probability of approval isn’t worth it. Leaders’ reputations are another key data point for line managers when considering different investment options. Once a proposal is approved, take direct action to deliver on the ROI.
Developing effective advocacy skills is important for the health and well-being of the lab. Labs are expensive facilities to operate and need highly trained staff, critical instruments, and equipment. Learning how to consistently invest in the lab is essential for its long-term success.
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