I have never meet a successful person who can't delegate - yet this is not an art that is easily achieved. But my point here is not to tell you how to be a better delegator.
If you, like me, market a product or service that you really believe will help an organization, you need to convince the Top Guy.
I go to a number of networking functions and often meet local business leaders - they are always friendly and obviously competent. Sometimes they are interested in my services, sometime not (well, maybe they are not always competent).
If I strike an interest, their response, being good delegators, is that I should talk to "blah-blah", their Director of "blah-blah". To some, this would be a good thing, to me, it is not.
If I convince "blah-blah" (I will call him the delegatee from now on) that I have something to offer, we still have to convince Top Guy.
The delegatee is probably competent, but likely overworked. In my case, he may be responsible for setting up computer networks, evaluating and integrating software into his company, finding competent technicians, etc. In my area of expertise (search engine optimization), he has read a couple of studies and spent a few hours (at most) thinking about how it might apply to his company. Yet, he believes he has a full understanding of this field. The technical term I use to describe the delegatee is "hard sell".
I like to think I will talk with anyone - but with limited time available, I'd rather spend more time with "Top Guy" than with "Blah-Blah".
I've developed several strategies to accomplish this, but would welcome comments and suggestions.
2 comments:
Would like to post this to my company page, but not enough followers - please visit and follow --> http://www.linkedin.com/company/data-management-systems_2?trk=cp_followed_name_data-management-systems_2
This should be better My Company
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