Can you share a successful method you've used to effectively advocate for your team's needs (e.g., budget, staffing, resources) to your leadership? What lessons can others learn from your approach?
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I focus on understanding the "love language" of the leadership group I'm reporting to. It's crucial to know whether they prioritize quick results, rely heavily on data, make decisions based on gut feelings, or are driven by financial outcomes. Often, leaders are a mix of these, but they have their own tendencies. Once I understand their preferences, I use a combination of storytelling and data to make my case. For instance, instead of simply requesting an additional $50,000, I might frame it as needing two more consultants for six weeks to deliver a project six weeks earlier, thus realizing anticipated value sooner. This approach makes it less personal and more about the business case, which can be more persuasive.
Jennifer's approach resonates with me. Previously, I had to go through a chain of command, which often diluted my message. Now, reporting directly to the CIO, I focus on metrics for every project, emphasizing spend, timelines, and actual outcomes. This aligns with the current priorities of our executive team. By presenting metrics and data, I can effectively advocate for resources. For example, if I need more consultants, I highlight how that investment will prevent missing deadlines, thereby making a compelling business case. It's about showing the story with data, not just telling it.
Focus on the outcomes of the individual investment and how it relates to business outcomes, not in IT terms but in their terms. Describe how they benefit in addition to the individual growing. Show how it will directly benefit their success. Better project management, better SME experience. Faster digital transformation. Business Innovation Breakthroughs. Achieving that enabling technology that they want.