GET READY TO GARNER RESOURCES: STRATEGIZING TO NEGOTIATE KEY ALLOCATIONS

Resources are needed just to get the job done. But wishing and hoping won't make the right allocation magically appear.

It is dangerous to assume that you can make do with whatever is offered . You risk burning yourself and your team out. You train others to expect you to go along with allocation decisions without protest. And, most important, you lose credibility with those you lead.

Align Requests to Strategic Objectives

Building a business case for the resources you seek is not optional. You need to be clear about the resources you will need, both immediately and for the long term . Before people sign off on allocations, they must be convinced that the investment will pay off.

Does your resource case link the request to a business imperative? Do people see the connection?
What is the likely return on investment of the resources you seek? How long will it take to see results?
Have you correlated specific resource levels to the results that can be achieved?
What can you tell people about your likely resource requirements for the future? Do you anticipate that your needs will shrink or expand? Under what circumstances?

Appeal to the Interests of Other Stakeholders

You are not the only one who will be affected by the resource allocations you negotiate. Look for other stakeholders who will feel the impact. When their interests align with yours, it is not hard to persuade them to support your case.

Who would be hurt if your allocation falls short? How does your work help them to meet their goals and objectives?
What motivates the people you need to convince? How can you appeal to their interests?
Can you make the allocation process more efficient? Are there ways, for example, to build in early warning systems so that people know when and where resources will be needed?

Enlist Partners to Support the Case

You can never have too much help or too many people backing your request for resources. You can strengthen your case by calling on partners with specific expertise or specific needs.

Where does your business case need shoring up?
Who might have the expertise to validate your request or the credibility to vouch for your needs? An in-house expert? A customer?
What would it take to persuade them to help you make that case?

Leverage Successes

Quick hitssmall projects that do not drain resourcescan produce big results when they are leveraged.

Can you establish the merits of a larger program by launching a pilot?
Are there any elements of your agenda that can be isolated to produce quick results?
What projects can be used as test cases?
What outcome would everyone consider a "home run"? What metrics are or need to be in place to measure the results?