From Business Week Online comes a story about one of the titans of business management and the recognition that those running today’s business are awarded more for greed than competence.
The story of Peter Drucker is the story of management itself. It’s the story of the rise of the modern corporation and the managers who organize work. Without his analysis it’s almost impossible to imagine the rise of dispersed, globe-spanning corporations.
But it’s also the story of Drucker’s own rising disenchantment with capitalism in the late 20th century that seemed to reward greed as easily as it did performance. Drucker was sickened by the excessive riches awarded to mediocre executives even as they slashed the ranks of ordinary workers. And as he entered his 10th decade, there were some in corporations and academia who said his time had passed. Others said he grew sloppy with the facts. Meanwhile, new generations of management gurus and pundits, many of whom grew rich off books and speaking tours, superseded him. The doubt and disillusionment with business that Drucker expressed in his later years caused him to turn away from the corporation and instead offer his advice to the nonprofit sector. It seemed an acknowledgment that business and management had somehow failed him.
Ever hear that nothing moves until someone sells something? It’s a saying that recognizes the importance of the salesman. People don’t need to work making things if the products can’t be sold. Like the salesman, the program manager or project manager also are focused on the “sale.”
Program managers need to position business projects in such a way as to highlight the benefits tot he miriad of people involved in the decision making process.
Project Management in many companies is part politicking, part salesmanship and the rest is actual PM work. This means it’s crucial to be ready at anytime to advocate for your project or the changes necessary.
Although much of the discussion around a project will be in formal presentations, don’t forget to develop a quick, clear and concise elevator speech. An elevator speech is short description of your project and benefits that is clear and can be given in under 5 minutes. Elevator speeches typically share common characteristics.
1. A clear description of the benefits of the project. We’re talking BENEFITS not features! How good something is has no bearing on if there are benefits.
2. Give your audience what they want! Give the audience something they’re interested in hearing. Management is always looking for additional capital to invest or capture so have estimated capital savings figures ready. A worker may be interested in how a change will help them, so be ready with the goods for this group also.
3. Frame the pitch as a win-win for everyone. Stay away form anything with even a hint of negativism. The worst thing is for someone to take any negativity, tie it to your project, then work to kill it off because of a lack of information. Rarely will someone with authority move to correct their impression of a project so make certain they leave with a positive understanding.
The elevator pitch is crucial for project mangers to succeed with making the changes so necessary in many large organizations. Perfecting the elevator pitch can have an important impact on the success of a new project initiative.