Getting Your Ideas Approved at Work | Brian Honigman | Skillshare

Getting Your Ideas Approved at Work

Brian Honigman, Marketing Consultant | NYU Professor

Getting Your Ideas Approved at Work

Brian Honigman, Marketing Consultant | NYU Professor

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12 Lessons (36m)
    • 1. Introduction: Your Ideas Matter

    • 2. Completing the Class Project

    • 3. Identify a Meaningful Issue

    • 4. Create a Pitch

    • 5. Get Feedback and Support Early

    • 6. Present the Pitch

    • 7. Watch a Mock Pitch

    • 8. Address Objections to the Pitch

    • 9. Get Buy-in from Leadership

    • 10. Prepare a Clear Execution Plan

    • 11. Revise the Idea

    • 12. Conclusion: Translate Ideas Into Action

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About This Class

A strong idea can make you more valuable at work, and most importantly, help your company grow. Getting your ideas as a professional accepted by colleagues in a conversation, meeting or presentation is necessary for them to be adopted, but most ideas don’t make it past this approval process.

Join Brian Honigman, a leading marketing consultant, Skillshare instructor, and an NYU adjunct marketing professor, to learn how to get your ideas approved in the workplace by pitching them strategically.

This class will teach you how to construct a compelling idea, create an effective pitch for sharing the concept with others and how to best present this pitch for adoption.

In addition, you’ll learn how to address objections to your ideas, get buy-in from leadership, structure a plan of action for your idea, and how to revise the idea if it’s not initially accepted.

If you’re looking to present your input at work in the most compelling way to ensure your contributions are respected and more likely to be accepted, than this course is for you.

Meet Your Teacher

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Brian Honigman

Marketing Consultant | NYU Professor


Brian Honigman is a marketing consultant helping NGOs, media brands, and tech companies succeed with their strategy around digital marketing, content marketing, and social media.

Brian is an adjunct professor at New York University's School of Professional Studies, an instructor at Skillshare and LinkedIn Learning, and a contributor to the Wall Street Journal, Forbes, and the Next Web.

Named a "digital marketing expert" by Entrepreneur and a "top social media pro" by Social Media Examiner, Brian delivers strategic consulting, coaching, and training for marketers and leaders at the United Nations, People Magazine, Thomson Reuters, the Weather Company, Asana, and Sprout Social.

You can subscribe to his newsletter and learn how to approach marketing the right w... See full profile

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1. Introduction: Your Ideas Matter: At some point, everyone has had a fantastic idea at work. But most of the time it just don't go anywhere. Maybe you're too shy. Your boss next door idea or other company priorities came up. Your ideas certainly have potential, but not if they don't turn into a tangible project product or changing your company. In this course, you'll learn how to get your ideas of proved in the workplace so you can continue to excel professionally and most of all support your company's success. Hello, I'm Brian Hanak min, and as a marketer and a consultant for the better part of the decade, I've pitched hundreds of ideas at work to bosses, colleagues, clients, and partners. Many of my pitches over the years had been a success, leading to profitable projects, opportunities to advance in my career and beneficial changes to the way my pass employers and clients do business. And that's what's possible for you to, as your ideas truly matter. Getting more of your ideas at work, approved and accepted by superiors and coworkers comes down to communicating their value and sharing how they directly impact the listener. By taking this course, you'll learn how to strategically pitch your ideas, whether they're big concepts that significantly alter the way your company does business or small changes. I'll guide you through the process of constructing a compelling idea, building a pitch for it. How to present the pitch to gain acceptance, and even how to address objections from others, will review examples of what a successful pitch looks like. Conversation with a colleague. And in a more formal setting like during a presentation or discussion with your boss. When you're ideas are listened to and most importantly put into action, it's more likely you'll enjoy the work you're doing. Feel valued as an employee making impact, and you'll have a list of accomplishments to include on your resume. If you're ready to share your input at work in the most compelling way possible to ensure your contributions are respected and accepted. Then let's get started. 2. Completing the Class Project: One of the easiest ways of putting what you'll learn from this course into action is completing the class project, which is a worksheet I've included to help you craft your very own pitches. As you can see here, the worksheet is broken up into a few sections with different prompts that provide guidance on the key components of an effective pitch. I recommend completing the class project as it'll save you time putting together a pitch for your most important ideas, as all you need to do is fill in the blanks to get started. This worksheet is particularly helpful when first getting strategic about how you're sharing your ideas at work, because you can use it to visualize each part of your pitch. It'll be helpful for you to see each aspect of the pitch on paper and adjust it as you go to come up with the best way of framing the idea. Once you've completed the worksheet, I suggest you share what you came up with in the project gallery. So myself and others can give you feedback on your pitches whenever possible. I'm excited to see how you develop a pitch as your perspective is unique and necessary for your continued growth as well as your employers. 3. Identify a Meaningful Issue: Having an idea worth sharing with others is table stakes. But that doesn't mean it has to be this one of a kind novel idea. What you actually need is an idea that solves a problem. It can be something big, like fixing your customer service department, where something small like offering an alternative way of tracking your team's expenses. You need to identify a solution that is meaningful and somewhat related to your role as it'll be easier to get your idea approved if you'd expertise or experience in this specific area. For example, it'd be easier for an IT professional to get their recommendation approved for fixing an IT related problem as others are more likely to value their perspective there. This same IT professional can certainly share an idea about a marketing challenge as well, as long as they've interacted with that team or have worked in that part of the business recently. And in addition to being related to your role, this idea must be meaningful to your supervisor, team or whoever else you're pitching this idea to. Simply put, if they don't have an invested interest in the problem your idea addresses, then it's far less likely to go anywhere. With that said, take a step back and think about the tasks in your day that are the most time-consuming or difficult to complete? Is there a way to make your work in those areas better, more efficient or more affordable. What about your boss or the colleagues you work with regularly? Are there any problems they consistently mentioned in meetings or off the cuff over email? Paying attention to the issues these stakeholders had, aggregate company and finding ways to address them is often the start of a strong idea. At a previous role, I once noticed that the project management tool we were using as a company was littered with unfinished tasks, making it difficult to find the ones that actually matter. I would hear people in the office complain about it or even joke about how unhelpful the tool had become at project management because of this administrative oversight. So I decided I was going to come up with a solution to solve this team-wide frustration. But first, I needed more contexts or sharing my ideas on the subject. And that's the next step you should fall after identifying a potential problem you might address is conducting research about the issue to understand the key factors at play. Sometimes this will take ten minutes if it's a straightforward issue like the one I noticed, while others might take much, much longer. The goal of doing this research is try and understand why the problem is occurring. Who's affected, whether this problem was addressed before and the potential costs of acting on it. This is usually a process of asking colleagues what they know about the topic, reviewing available notes, tasks, wikis, and databases at your company. A preliminary step in figuring out whether this idea is worth your time. You'll either discover useful information to better inform your pitch, or in some cases, recognize this maybe isn't an issue for you to address at this time due to its complexity. For me, conducting this research about the issue at the project management tool indicated that it hadn't been addressed before and nearly everyone was frustrated with it. And those are the kind of insights you should be looking for when deciding whether an idea is a meaningful issue worth focusing on or something best addressed for a later time. 4. Create a Pitch: I'd like to think of a pitch as a short story consisting of three parts that thoughtfully weaves together answers to important questions your audience will likely be asking themselves with a meaningful issue in mind, let's construct a pitch for your idea that's unique, results-oriented, and leads to action. Part one is all about getting someone's attention by providing necessary context to your idea in a concise manner and explaining why this is a unique consideration worth their time. Whether in a formal or informal setting, you need this introduction to be to the point as less, as more when first describing the problem you're addressing and your proposed solution opened by explaining the issue you've identified and how it's negatively affecting you, that people you're pitching and other stakeholders at the company. You can say the following. If you are pitching yourself as taking a lead on your company social media strategy in a more formal meeting. Leading on social media is how we can go further and faster as accompany, uh, took a deep dive into our social media activities. And notice our existing approach this year has led to a 5% decrease in brand awareness and no noticeable improvement in sales. You are well-aware that our marketing budget is stretched then as is sort to make better use of it, I came up with a new forward thinking social strategy you can implement in the next 30 days. The start of this mock pitch works because it opens with an eye-catching statement, provides details about the problem and frames your solution as one that can be put into action quickly. From there, the second part of your pitch is diving into the details of your solution by convincing them of the potential impact of your approach. As you highlight the key components of your idea, like who it would impact, how it would be implemented, and the associated timeline always mentioned what results it'll achieve. The outcomes you might stress could be saving your team time, cutting costs, increasing sales, improving processes, expanding up-sell opportunities or enhancing company culture. Provide an estimate of what your idea is likely to achieve for the company and when possible, add quantitative data as outcomes expressed as numbers are far more tangible. For example, you might say something like this. I've estimated that implementing this change to our recruiting process saved the hiring team an hour each week, and increase the number of qualified applicants applying by 3%. Regardless of what kind of impact you're expecting, you wanna make sure that you're focusing on goals and results that really matter to the people you're pitching. And lastly, the final part of your pitch should be focused on gaining their buy-in. In addition to the results you're expecting your pet, you'll feel more grounded in reality if you're able to outline the approximate costs of investing in your idea, This might mean the budget that's necessary. Talent you'll need access to required resources and even how much time it will take to generate results. These costs may touch on the downsides of your idea, some of which are very important to bring up yourself to get ahead of objections. Others are most likely to ask about. It is beneficial for the person you are pitching to hear about the expected results first before the costs. You'll want the upsides to direct their understanding of your idea. This is seen in research published by the University of Monticello that found that emphasizing the positive aspects of your argument is more engaging than the negatives. While it is important to focus more on the upsides, a balance argument addressing some of the downsides is essential for a well-rounded pitch. The cost you've identified should inform what kind of buying your asking of the people you're pitching, whether that's their permission to move forward and bigger budget or otherwise. Now it's time for you to start constructing a pitch with these elements in mind. So you're one step closer to turning your idea into a reality. 5. Get Feedback and Support Early: You've completed the pitch for your idea, but you're not done yet. It's time to get feedback and support for the idea of early to increase your chances of success. Starting with the feedback, you want to share your pitch with someone that you trust at your organization that can give you their initial reaction to assess the pros and cons of the idea. This might be your boss or a colleague or mentor, or in some cases, you might speak to a confidant outside of the organization to get a fresh perspective. The point is to get a qualified opinion on your idea and how you plan to pitch it before officially sharing it with the final decision makers so you can make it as strong as possible. While not all feedback is helpful, the perspective of another person with your best interests in mind can help identify gaps in your explanation, objections you don't think of and more. To ensure these responses are useful, consider asking them about a specific aspect of your pitch, especially the part they don't feel as comfortable with or isn't a strong. Depending on the idea I was sharing, I worked with my company peers, perfect pitch, head of an important discussion. And other times I partner with my supervisor ahead of it apartment meeting, which brings us to getting support early for your idea when ever possible. Sometimes you'll have a strong idea for a change or improvement at your company. But in order to make it happen, you need to build support for it, head of pitching it more widely. This is often where working with your boss ahead of time is productive. So they're in the loop with the concept you're pitching and construct using their capital as a leader to gain support. Whether over a quick coffee break, reviewing a pitch deck together or a lengthy phone call, you'll need to leverage your relationships in the workplace to get support as early as possible. This way, especially when convincing leadership at company, you can begin recruiting your supervisor and relevant coworkers to help convince others of the ideas merits. Many of your ideas will not be accepted overnight, specially the big, impactful once. At times it's a long-term process of relationship-building to get others to be confident in your abilities and your contributions at the company. That's especially why it's helpful in the short term to lean on any existing colleagues to influence more of the right people at your organization to move your ideas forward. Regardless, getting feedback and support for your ideas early is essential. So you're able to adjust, improve, and boost the likelihood of your pitch being approved. 6. Present the Pitch: Take action. That's what you're trying to convince your audience to do when presenting your pitch. This is the moment you're sharing your idea with the people that can accept or deny it. Structuring the presentation of your pitch as either part of a casual conversation or in a more formal meeting, is often the deciding factor whether you gain the approval you're hoping for. The first consideration is the setting where your pitch will take place. Whether a one-on-one with your supervisor, a team meeting, a department wide presentation in person or virtual. Choose the setting based on the impact of the level of the idea being pitched, which you can determine by how many colleagues are involved with the change you're proposing. Like if you're requesting a transfer to a different department or the purchase of a new tool for your team of two, then you'll likely only need to pitch your boss. But if your idea could change the way the entire sales team conducts their day-to-day duties, then it likely requires you to formally pitch the leadership team of that entire department. Next, based on the setting you decided on, consider how you'll visualize your pitch. Whether improving your pitch with slides, video images, or charts. A study from the University of Minnesota found that presentations with visuals were 43% more persuasive. For example, let's pretend you're pitching a new management structure for your division. You might share a graph representing the improvement in productivity you're expecting. Or maybe you're pitching your team on new themes you wish to cover on your YouTube channel. You might come prepared with example of videos on these topics from competitors. Another consideration when pitching is making sure to stretch the research you've conducted to inform your idea. So your audience knows this is a thought-out, evidence-based suggestion. As you share your pitch, Take the time dimension, what research you did to better inform your idea and get a better understanding of its costs and its benefits. Whether you spoke to your colleagues or reviewed a third party research study, reference it as it makes your argument more credible and convincing as it's more than just your opinion. Finally, be mindful of your appearance and the way you're delivering your pitch as each influences how others perceive you and your work. As far as your appearance, you want to find a balance between under dressing and overdressed thing, depending on the setting and the potential impact of your pitch. If you under dress, you can seem unreliable or that you don't take your idea seriously. But over dressing may signal that you're fake, out of touch or desperate for approval. Get it right by emulating how others in the workplace present themselves in different scenarios and always aim to be professional with your overall appearance. Similar to how you look, the way you're talking about your pitch, the expressions on your face, the tone of voice, and the speed at which you're speaking all impact how others see you. The goal is to come across confident, trustworthy, and well-informed when it comes your knowledge of the company and most of all the idea you're sharing. I recommend practicing your pitch at least once so you're comfortable with it. So you can rehearse what each part of your explanation sounds like, improving it as you go. Do this by delivering your pitch in the mirror, recording and video of your pitch and watching it to see how you come across. And the best-case scenario is presenting it to a trusted colleague. Don't forget these factors when it comes time to repair and deliver your pitch, as they may be the difference between getting decision-makers to take action or pass on your idea. 7. Watch a Mock Pitch: Seeing a pitching action can help you better communicate your own ideas. In a moment, we'll demonstrate a hypothetical pitch where I play an employee hoping to get approval for a new idea on improving the company's customer service program. I'll be speaking with my supervisor on your Priya, as she's a decision-maker that can approve or reject my idea. So it's up to me to present a convincing argument on why this is beneficial. This brief pitch will be conducted as a virtual call one-on-one. So it is less formal than a meeting with a larger group plus already have a rapport with her as my supervisor. So let's listen in and I'll be right back to share feedback on how it went. Good morning out in Priya. Thank you so much for taking the time to chat with me today. You're welcome. I'm excited to hear more about your suggestions for our customer service efforts. Yes, that is exactly what I wanted to discuss with you. A new approach to the way we are handling things customer service wise. As you know, customer service works best with empathy, clever problem-solving, and of course, speed. And that's what we're missing as the way we provide customer service today is way slower than it should be. Based on my experience and industry research. As a result, our customer service satisfaction scores had been much lower this quarter. So I wanted to get your approval on updating the department's policies to help speed things up? Here, there's a few changes we should make, but the big one is reducing the number of approvals customer service representatives are expected to get before finalizing a support ticket. While these approvals are there to ensure the quality of their responses, there's three more steps in the process than what's average across sectors. That's according to research published in the Harvard Business Review on efficiency and productivity in customer service, I recommend that we remove at least to the steps from the process, which I estimate would reduce the average resolution time by 15 minutes and increase our satisfaction scores by eight to 10%. Now, I understand this approval process is in place to ensure our customer support always provides high-quality service. But we can actually achieve the same goal through additional training. I calculated that it costs $2500 and about two weeks to add a new lesson to the training program, instructing our customer support team on how to maintain the company's quality standard. So what do you think? I'd love to lead this initiative? And of course have your support in helping us move forward. Wonderful. Thanks for sharing that with me and for all the hard work you obviously put into researching how to fix our issues. I do like what you proposed. But is the $2500 price tag for the additional training or recurring cost or a onetime fee. It seems quite low, which makes me feel like it's a little too good to be true. Good question. It's a onetime fee and it's on the lower end because actually spoke with the vendor and as a favor for our business though, create the additional lesson at that reduce press. Oh, great work. Let's make sure they agree to that in writing. And lastly, what's your plan to get buy in from the other customer service tractors? I was actually just planning to share the same information with them about the costs and benefits of baking East changes. Unfortunately, I'm confident you'll need to alter this bit to align with their individual goals. But I can definitely help you with that. Okay. Thank you for the feedback, and I really appreciate you offering to help. And that's how you do it in that mock scenario, the employee got their supervisors attention from the beginning by leading with an issue that customer service was faced with and how they might solve it. From there, they discuss the proposed solution and its potential impact. The employee was upfront about the costs and the initial pitch. And along the way, reference some of the research he conducted to better inform his idea. Lastly, the employee did address one of his supervisors objections about the price, but wasn't as prepared for the second question on how he planned it pitch the same idea to other directors. This happens as you won't be able to prepare for every possible objection to your pitch, but do your best to think through the most likely questions and push back others might have. With practice, this pitching process will become second nature and you'll get more effective at communicating your ideas. And above all, getting more of them approved. 8. Address Objections to the Pitch: You'll almost always get pushed back on your ideas, which is actually a good thing. Leaders will ask questions that raise objections about your ideas to make sure that the right opportunity for the company to focus on at that time. And because of this dynamic, you'll strive to pitch ideas that are more thoroughly research and thoughtfully presented to ensure they meet the standards of key decision-makers. In the end, your organization benefits from this process as only the best ideas get executed to ensure your ideas pass through this line of questioning, here are the three most common types of objections to account for when delivering your pitch is what you're proposing achievable. This is one type of question your colleagues are likely to ask to understand if what you're suggesting can actually be accomplished in a cost effective, timely manner. Not every action accompanying takes needs to be completed in the short-term, but it'll be helpful for those you're pitching to understand the steps it'll take to put your idea in motion during your pitch. Mentioned the initial steps necessary to execute your idea, but also be prepared to explain the full process in more detail. If you're asked to clarify further, the next type of objection you'll likely encounter is whether the results of your idea outweigh its associated costs. Or in other words, is what you're proposing profitable. Not all of your ideas needed result in more sales, but the expected outcome does need to be clear. To address this type of objection, I recommend being prepared to describe how you came up with your estimates for the potential impact of implementing your idea. I once proposed to a potential client the benefits of investing in social media, providing an overview of the suggested strategy and the results expected their investment to achieve. After my pitch, they asked me if social media was really the most profitable investment further organization, given the many other types of marketing they could choose from. To address their concerns, I broke down how I came up with my projections, which was a process of cross-referencing their analytics, the accomplishments of their competitors and social media, and the typical buying behaviors of their customers on those platforms. This response helped relieve their anxieties as it showed, my suggestions are informed by my experience, extensive research about their organization and my strategic thinking skills. And finally, you'll likely be asked, is What you're proposing relevant. The decision-maker is trying to ensure that what you're proposing is aligned with their goals of your company as those their immediate priorities. Addressing this concern begins when you're first coming up with your idea. It needs to somehow relate to the goals of your boss, team, department or the organization as a whole. Researching and identifying their priorities of the people you're pitching from the start will make the idea you're proposing far more likely to gain the approval you're hoping for. When someone asks whether this is the right opportunity to focus on at this time, it's a chance for you to explain and defend that connection between your idea and their priorities. While pushback may feel difficult at times, preparation is key to responding with thoughtful answers that put decision-makers at ease and make you more confident in your ideas. 9. Get Buy-in from Leadership: Having the right relationships at work can greatly improve the visibility of your contributions. Building relationships with these leaders in your workplace is an ongoing process that can help you earn their support for your ideas long-term. Let's review my three-step process for connecting with leadership and fostering these relationships. The first step is creating both casual and formal opportunities for yourself to meet. Key stake holders are your company, so you can kick off a relationship with them. On the casual front, you want to go out of your way to get involved in activities at your organization where you can meet more of your colleagues and you would in your role, whether a project during the workday or social function, the goal is to put yourself in situations where you'll get to spend time collaborating and getting to know your co-workers. On the other hand, you'll want to formally reached out to certain leaders at the company. You can definitely learn from. And you wanna get to know and who would benefit from collaborating with you. Whether they're the head of your department or someone you admired the company. Reach out to them with a simple message, introducing yourself, explaining why you want to meet the next step. Now that you've created opportunities to meet these leaders, ask them strategic questions about their motivations, goals, and challenges. As a professional, you want to ask them questions that make them pause and think like, what would you say is your biggest challenge at work these days? Or how do you think the industry is going to evolve over the next year? Or what factors do you look for when collaborating with others? It is important to ask questions like these that go above and beyond the surface level as that can help you learn how to support these colleagues based on their priorities and interests. For example, I once emailed an executive out of the blue because I knew her team's work overlap with my projects and I thought it makes sense to collaborate with her and her team more closely. She appreciated the initiative I took and the fact that I noticed there was an opportunity to improve the efficiency of our operations. So she agreed to meet with me over coffee. During our meeting, I asked her a few questions about the priorities of her team, as well as what outcomes she was personally responsible for as a part of her role. From our first meeting, I was able to quickly pinpoint how I might support her moving forward. Which leads us to the last step in the process, providing value to these new connections on a consistent basis, based on what you've learned from getting to know them. This could be introducing them to other connections, sharing resources with them, lending your expertise or advice, and even letting them know about relevant opportunities. One way I was able to support the executive I recently connected with was passing along an opportunity for her to get interviewed in an article for an industry trade publication. The point is to build a lasting rapport with the right leaders so they can continue to grow and Excel the company. And along the way, there are far more likely to support your ambitions. Follow these three steps to get key leaders at your company to support you and your ideas. 10. Prepare a Clear Execution Plan: A plan of action can put anyone at ease, especially decision-makers, uncertain of your idea. While it's always smart to describe the first steps that would be necessary to execute on your idea, how much the execution plan you share depends on what you're pitching. For. A more straightforward idea that really only involves you and your supervisor, like suggesting a different way of measuring your performance. The plan will be quite simple. But when it comes to a more impactful idea that affects a larger group of people, either organization, and is a substantial change or addition to your team's workflow. That's different. This scenario requires you to dive deep into explaining your plan of action as either part of the initial pitch or at times after the idea has been approved and your planning next steps to prepare an execution plan highlight the key steps of the process, the resources and budget required. And lastly, the simplest ways others can contribute immediately. Start by providing a quick overview of all the steps in the process of implementing your idea. So from the beginning, it's easy to understand how each part contributes to the final objective. This makes your plan more understandable as you're not immediately diving into the nitty-gritty of each step of the process. Plus, it helps give your colleagues a timeline to follow. After providing an overview, it's appropriate to describe each step by outlining its goal, strategy, and tactics. The goal is what you hope to accomplish with a certain step. The strategy is the approach you'll focus on in service of that goal. And the tactics are the tangible actions you'll take. For instance, at you're pitching a new onboarding process. The first step you might highlight is to audit how each team is currently integrating new employees at the company. So the goal for this step is to document existing onboarding practices. The strategy is to gather these insights from HR and the tactics, or to interview HR managers one-on-one and analyze relevant hiring records. Next, estimate the associated costs and company resources you'll need to complete each step of the execution process, as this is where you'll likely get the most feedback. I recommend not only sharing the total cost of the project, but explain the cause of each step in the process. So it's more manageable for others to understand. This will make it easier for decision makers to choose which part of the project are approved or can be removed from consideration as it gives them some more flexibility to support your work. The last point to consider is ending your execution plan with suggestions on how your colleagues can quickly support the idea. You could propose a trial run by suggesting only a small part of the project is put into action at first to later assess whether the full execution plan should be approved. This helps as it reduces the risk of your organization taking on a major change and instead make sure idea much more tangible to move forward with. Another way to encourage buy-in is adapting these suggestions to your audience and offering very specific ways each individual person can support your idea right away. To position your own plan for success and put your team at ease. Include these important sections to make your idea as palatable as possible. So it's an investment your organization can get behind. 11. Revise the Idea: Don't get discouraged no matter the merits of your ideas or how you pitch them. Some won't get accepted. Certain factors in play like the timing of other initiatives, the priorities of leadership or accompany crisis or out of your control and can lead to your ideas getting pushed aside. Despite an idea not getting approved. It wasn't a waste of time to pitch it as you likely got valuable feedback and should use this information to revise and improve your idea. Let's walk through how to incorporate this feedback to strengthen your pitch, to be more patient with the adoption of your ideas. Throughout the process of your pitch, listen for insights that can make your idea easier to accept, address its weak points. It would help increase the impact of the idea on your business. While not all feedback is beneficial. Most of this feedback is coming from the decision-makers you're trying to get support from. So it's the ideal way to increase the chances of getting it approved later. For instance, I once pitch my boss and getting a bigger budget to support our efforts on Instagram. But for a variety of reasons, she decided to deny my request. I paid attention to her reasoning for saying no, which was mainly because of the apartments budget was tighter than usual and Instagram hadn't quite driven results for us yet. To better align the next version of my pitch, I did my best to adapt it in line with the organization's existing circumstances and the objections of my supervisor. Three months later, I shared an updated pitch with her where I suggested the budget be broken up into three segments so each can be used more strategically. This was meant to account for the reduced spending happening across the department as it made it easier for her to allocate smaller amounts to me over a longer period of time. And during that three month period, I worked extensively to increase the impact of Instagram on the organization's marketing goals and include these results in the updated pitch. In the end, the second time was the charm and the pitch was accepted in its new form. The takeaway here is to use the feedback you receive to consider restructuring your pitch to better align with your company's current circumstances. In addition, take action on their feedback in-between your pitches to demonstrate the merits of your idea and generate more evidence to support your argument. Now, another point to consider is that some ideas will take much longer than others to get accepted, requiring a lot of patients on your end. In the example I just shared, it took over three months and a lot of work to get my idea approved and put into action, which is a quite common experience. Depending on the ideas of level of impact and complexity, some will come to fruition as little as a month, and others may take a year or two to gain the necessary momentum. Consider this, if you find yourself without the patients to continue to pursue a particular idea at work, that likely means it's probably not worth revising and pitching again. 12. Conclusion: Translate Ideas Into Action : By now I hope you're feeling more confident about how to share your ideas at work successfully. Again, I'm Brian Hanuman and I'm grateful that you've completed this course with me to better identify your strongest ideas and structure a pitch that helps you get approval for them. At this point, we reviewed how to find a meaningful issue worth focusing on and walk through the process of pitching an idea to address that problem. You've learned how to improve the chances of your pitch getting accepted by asking for feedback early, presenting it in a digestible manner, and earning support from decision-makers. It's time for you to construct your very own pitch using the template I provided as a starting point, as you'll gain the most from experiencing the process, first-hand, translating your ideas into action at work comes down to creating a realistic execution plan with each of your pitches and being open to revising your ideas as you receive feedback. I'd love to answer any follow-up questions you might have about pitching your ideas, succeeding in the workplace or marketing. So feel free to reach out at Brian Thank you again and best of luck on getting your ideas the respect they deserve in the workplace.