In this video, Author Mike Figliuolo explains how to make the case to the powers that be for the resources you need for your high-performing team to make its goals.
- One of your greatest responsibilities as the leader of a high-performing team is making sure your people have the resources they need to execute against all the projects and initiatives you've put on that prioritization list. So what I'd like to do is offer you some techniques for getting those resources, because resources are scarce. Just because you ask doesn't mean people are just going to give you more cash or more people or more time. You have to make a clear and compelling business case to get those resources allocated to you versus them being allocated to other parts of the organization. Just asking isn't a viable strategy. So first, take that list of priorities that you've built with those initiatives laid out from highest to lowest priority. Also lay out here are the business-as-usual resources that you need to run the engine every single day and perform the tasks that are required of your team operationally. Once you have that list, that's when you're ready to start going to your stakeholders and asking for resources. It could be your boss. It could be a steering committee. It could be a monthly prioritization meeting. And you're going to go in and say here's the list of initiatives. Do you agree that this is the priority that we should pursue these in? And you want to get that explicit agreement from those stakeholders that, yes, we want you to do this one first and then this one and then this one. And also, you want their agreement that the business-as-usual work is work that they demand you do. Once you have that list, go back and assess what each of those projects is going to take to complete in terms of people, dollars, time, access to leadership, and lay out the resource case to achieve each of those initiatives and make sure they're properly resourced. Next you're going to go back to those stakeholders and work down from the top of that list until you've run out of existing resources. Be able to show them I have a team of this many people. If I start at the top of the list, I can get to the fifth initiative. After that I'm out of people. So as you think about gathering resources for your high-performing team, I encourage you to try that technique of laying out here's the day-to-day operations. Here's the prioritization list. And then get agreement from your stakeholder that that's what you should be working on. Then lay out for them here's what it's going to take to achieve those things. And if they really want you to do those things, they're going to give you the resources. Or they're going to make that trade-off and say, you know what, I'm not going to give you additional resources, but I understand here's what I'm giving up by not doing so. And laying out that resource plan is really the linchpin in making sure that your team is properly resourced to execute against the initiatives that you've been given.
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