If we want an approval, we have to make it easy to approve. We do that by putting the decision on the table early.
Many of us have to make internal requests hoping to get approval for something, such as a budget or a new strategy. What’s the best way to do this?
It seems to me that knowing how to make these presentations is an essential business skill – and a way of thinking that can translate over to the sales and marketing process too.
A lot of requests open with background about why we’re making the request, then add context, then analysis, then options, then more context, then a conclusion. By the time we reach the recommendation, the readers have already decided they’re not deciding today.
This is why approval meetings so often end with “lets take that away” and any hope of a decision quietly evaporates.
Start with the recommendation
A better approach is a structure which works the other way around. It starts with the recommendation, then states what’s being asked for if approval is given, then provides the evidence.
First, the recommendation – what we think should happen. A clear proposition a decision maker can react to. People listen differently when they know what they are being asked to decide.
Then the ‘Ask’ – once the recommendation is clear, we define what approval actually means – the specific commitment.
After this, we give the reasons. Not a load of sub-bullets; three might be ideal. That’s enough to make the case without being overwhelming. It’s also the limit where people can still repeat the logic back to others afterwards, which is what happens in real organisations.
Finally, we add the immediate next action. This is the missing bit in most approval pitches. When the room says yes, there can be a moment of uncertainty. The smoothest pitches avoid that.
An example
Here is how the four-step structure could look for something trivial like asking for a new office chair.
1. Recommendation: “Approve purchasing an ergonomic office chair (budget up to £600) to replace my current chair.”
2. Approval Needed: “I need approval today to spend up to £600, placed this week, using our usual supplier account.”
3. Supporting Reasons:
• “Productivity: the current chair is causing discomfort, which is reducing focus and increasing breaks.”
• “Risk: it is increasing the chance of a minor injury issue that could lead to time off or adjustments later.”
• “Value: a chair should last years, and the cost is small compared to lost time over even a few weeks.”
4. Immediate next action if approved: “If approved, I will order the chair today, share the order confirmation, and ensure I understand how to adjust it properly for posture.”