“Business proposals and applications? Yay!” is probably something you’ve never thought. They’re time consuming, tedious, and, very often, frustrating. Whether you’re writing and sending or receiving and reading, there is a better process to write better proposals that we can all implement to make everyone’s life easier.
On one hand technology has made it easier to write, submit, and receive multiple proposals. However, this also increases the number of unqualified proposals and puts more demand on readers. For example, if I post about a job opening (even with specific qualifications), I get hundreds of replies. While some are excellent, I can tell the majority just copy and pasted a formatted response. I mean, why not? It only takes a few seconds to respond that way and MAYBE you have a shot…
I argue, however, that our current process of writing and receiving proposals and applications has simply not kept up with the technology of generating them. The most difficult issue is unqualified applicants. In many cases, job descriptions fail to include basic requirements like location, full or part-time, skills needed, and education/experience requirements. When they do provide specifics, many applicants ignore them or simply don’t read thoroughly. Because it’s easy to click and send, we end up wasting each other’s time.
The process to write better proposals is made even more complicated due to mistakes and carelessness. Here are some examples and ways to avoid these issues:
I have received proposals that I can tell are copied and pasted because they have other client’s names on them. Huge red flag there. If you’re the person sending this: Read things before you send them. It looks highly unprofessional. If you’re the person receiving this, it’s probably a waste of time to consider it. Has this person really read the description of what you need if they can’t even take a minute to look over their response?
Fees are often confusing and/or misleading in the same letter. In particular, refund information is frequently contradictory. These are usually settled, but why not avoid the confusion to begin with by taking the time to proofread?
Applications that show little awareness that they have read requirements or the nature of the request are annoying. Make sure to address the specifics. Details are important and stand out to someone who is choosing between various applications.
Too many details can be overwhelming. For instance, pages of legal or unnecessary information often clutter up a proposal. While things like payment conditions and adhering to laws are appropriate, much of the rest is simply irrelevant. Packets are often sent out that include a broad range of information that isn’t applicable to everyone. For example, if a job is remote, don’t send pages about in-house rules/expectations. Be relevant.
Additionally, proposals need to meet clients’ needs and goals. Things you should consider and/or address in your proposal: Are you truly qualified to provide what is needed? What are the technical versus creative aspects of a request and how will you approach each? What kind of budget is available? When is the deadline? Is it part-time or full-time? Is it a one-time project or ongoing relationship? How much of the request is analysis and understanding versus established solutions? Why are you right for this job? What skills or experience makes you stand out from other applicants?
While going through proposals, the first thing I do to reduce the number of applicants is to eliminate all that lack the experience and skills I requested. I also get rid of the ones with low fees—you get what you pay for and you don’t want a plumber when you need an electrician.
The process of writing and receiving proposals can be time consuming, inefficient, and produce mediocre results. If we make concentrated efforts to improve the process in order to write better proposals, the finished product will be more successful. Before submitting a proposal, ask yourself: Do I understand the goals and requirements? Do I have the experience and qualifications requested? Have I expressed all of this clearly in the proposal? If you can answer yes to all of these, submit away! And remember: make it personal—to them and their needs as well as to yourself. After all, they are hiring YOU. So, highlight what makes you special and how your unique talents are the best fit to execute their needs.
Bert Shlensky, president of Startup Connection is a graduate of Sloan School of Management at M.I.T. He served as president of WestPoint Pepperell’s apparel fabrics business as well as President & CEO of Sure Fit Products. Having provided counseling to over 2,000 clients, he now focuses on working with select startups and small businesses.
All living creatures are biologically self-interested. We are programmed to prioritize our survival. Therefore, we don’t usually make bad decisions on purpose. Nevertheless, mistakes happen and poor decisions will be made now and then. But, is there a way to limit or even stop making bad decisions?
When it comes to analysis, the topics that dominate the conversation are: sampling, statistics, and accuracy. This is where things can go wrong because the process of measuring needs to be reviewed—not just the results. In other words, we think we are making a good decision based off of accurate data when, in fact, we are making an uninformed decision based off a faulty measurement process.
For example, let’s say a child wants to go on an amusement park ride that has a minimum height requirement. The ride attendant measures the child and the results say he/she is tall enough so the child is allowed to ride. This seems like a good decision until we learn that the measuring stick was in feet instead of meters. So, the decision was actually based off wrong information and, as a result, the child’s safety is jeopardized.
If we are to stop making bad decisions, we need to study the following are issues that affect the measuring process:
Confirmation Bias
This is one of the biggest problems when gathering data as we try to stop making bad decisions. Confirmation bias happens because we (consciously or subconsciously) want to support our own views or predictions. As a result, our preconceived ideas restrict fair analysis. For example, most people judge a presentation within 90 seconds based almost entirely on appearance rather than content.
Confirmation bias can also be a result of efforts to simplify the decision process. For example, doctors and other professionals frequently make early hypotheses and seek evidence to support that diagnosis. While that approach can be effective, it ignores contrary information.
We need to recognize and reduce our “tunnel vision” by working to stay curious, exploring opposing views, and truly listening to what others think and why. This can help us see things from another perspective more clearly.
It’s also noteworthy to mention that how we explain our success or failure is often a byproduct of confirmation bias. No one likes to accept poor results or defeat. Therefore, when we lose, we often attribute it to unfair conditions or make up some other excuse. However, when we win, we chalk it up to our great skills and valiant efforts. This is a biased way of thinking and one that we should all keep in mind when analyzing results.
Measurement
We frequently mix measurement components. There’s a famous story about a young man who visited the Museum of Natural History. He asked the guard how old the tyrannosaurus rex was and the guard told him it was sixty-five million and thirty-eight years old. The boy then asked how he knew that. To which, the guard replied, “The skeleton was estimated to be sixty-five million years old when I started to work here and I have been here thirty-eight years.” Obviously, two methods of measurement were used and combined to get a very specific, but most likely, inaccurate number.
It’s very interesting to see how people try to explain why results are “wrong” rather than accepting and admitting that their measurement was flawed. For example, end of the world forecasters will blame timing, weather, and other phenomenon when their predictions are incorrect rather than just admitting that their measurements were wrong and the world didn’t end.
Presentation
How data is presented also affects how it is interpreted. For instance, if you attach a number to a concept, it will be believed more. There is even a concept called “Potemkin Numbers” (or Potemkin Village) that exemplifies how made up numbers can enhance belief in an idea.
Relativity can also sway measurement perceptions. For example, the perception of numbers can vary based on presentation as an absolute number, percentage or ratio. Additionally, charts are frequently scaled to show the most or least degree of change, depending on the goal of the people presenting the information. In short, the method of measurement and the manner in which results are revealed can play a huge role in the accuracy of data (and/or the interpretation of that data).
Parameters
Sometimes we ignore the information needed to make good decisions. This could result in focusing on the wrong customers or choosing the wrong branding information. Paying attention to the appropriate information is critical. For example, ignoring safety or customer service in today’s environment can destroy a great business. On the other hand, providing clientele with a sense of confidence during a pandemic can greatly enhance effectiveness. (Many companies attempted to do this right away—we all got an abundance of emails from businesses assuring us that they were taking all the necessary precautions to keep customers safe during this uncertain and scary time.)
In general, we understand what risk is, but measuring it can be as uncertain as the risk itself. For example, we frequently categorize risk as high, medium, or low with literally no definition of what that means. As a result, people have quite different definitions of those terms if not given clear parameters.
Misinformation and Misunderstanding
Cause and effect is a highly misused concept. Just because factors seem related does not mean they are a result of cause and effect. For instance, it is clear that poor living habits can contribute to poor health. However, that does not mean that factors such as injuries, the environment, heredity, etc. can’t also play a role in poor health. Therefore, you cannot conclude that poor living habits exclusively cause poor health.
Inadvertent decisions can also stem from confusion. A key strategy of large law firms is to overwhelm poor plaintiffs with as much information as possible. Planning can reduce confusion and may help us stay focused, but we are repeatedly warned that too much planning can disrupt the creative process. The point being: long and short-term goals, profit versus growth, and qualitative goals (like happiness) can all affect our perceptions, which play a role in our decision-making. Knowing where you want to end up will help you make good decisions to get you there (while still giving you some freedom in the process of how you’ll achieve that destination). In other words, it will you you stop making bad decisions.
Perceptions and inherent patterns can also cause inadvertent actions. Recently, social scientists have focused on how we make seemingly obvious decisions. For example, we tend to be risk adverse, avoid change, and accept the most comfortable alternatives. So, while bad decisions can be changed at any time, we frequently avoid, delay, or defer change. So, while we know eating unhealthy is bad for us, making the shift to buying organic foods and incorporating new, nutritious recipes might feel overwhelming and, as a result, we put off making the good decision to improve our eating habits.
Analysis, statistics, and data are important aspects of decision-making. However, we also need to acknowledge that the parameters, method of analysis, misinformation, presentation, and bias can greatly alter results and data. A simple tool to help avoid these pesky issues: Include a “devil’s advocate” in your decision process. Just taking a quick moment to look at things from a different perspective can help you see clearly… maybe it debunks your theory or, perhaps, it strengthens your convictions. Either way, you (and your decisions) will be better for it. Stop making bad decisions.
What are you struggling with? Do you have a decision you’re wrestling over? Want to learn more about how to stop making bad decisions? Has a bias affected your outlook? Whatever obstacles you’re facing, I’d love to discuss options to improve your business.
Contact:bshlenksy@startupconnection.net or 914-632-6977 Dr. Bert Shlensky earned a PhD from the Sloan School of Management at M.I.T., mentored a few thousand clients at Score as well as in his own practice, grew Sure Fit products from $50 million dollars to $150 million in sales including $60 million of direct Internet sales, was President of WestPoint Pepperell’s Apparel Fabrics Business, and headed the $400 million Culet Shirt Group. In short, he knows what works and can help you lead your company to greater profitability and success.
When we expect a certain level of quality from ourselves, we tend to work harder to meet those expectations. If we don’t believe we’re capable of achieving greatness, we probably won’t. In other words, we perform to the standards expect from ourselves. We must turn expectations into probable results.
My favorite musical has always been My Fair Lady because of the Pygmalion effect, which infers that having positive expectations leads to enhanced performance, which results in a higher probability of success. The implication is that confidence and energy will increase if we believe in ourselves. On the other hand, a negative self-perception results in a significantly lower chance of succeeding. What we think we’re capable of, therefore, basically becomes a self-fulfilling prophecy. We can turn expectations into probable results.
It’s important to attribute this effect to human behavior rather than science. For example, in a coin flip, the odds of getting “heads or tails” will not change even if you’re full of hope and positive thinking. Similarly, expectations and attitude can help when it comes to things like sports. So, a team might play better if they believe in themselves (the movie Major League is a great and hilarious example of this). BUT, talent, practice, and consistency also play important roles in success—so positivity can’t guarantee that a lousy team will win a championship.
Additionally, if you enjoy what you’re doing, you also have a higher probability of success.
So, when we discuss “projections,” it’s important that expectations and probability (how likely it is that something will happen) are both taken into consideration. For example, when flipping a coin, the probability of getting “heads” is 50 percent. However, the probability of winning the lottery is 1 out of millions. This illustrates how probability is greatly affected by percentage, BUT it is also affected by volatility and variance. For instance, the pandemic is creating highly uncertain and volatile circumstances, which makes it nearly impossible to accurately forecast anything.
Despite this, it is my opinion that dubious circumstances can create opportunities if we remain patient and seek alternative solutions. For example, many restaurants are experiencing immense difficulties, but pizza parlors seem to be thriving. Perhaps the takeaway here is that restaurants should look into cooking and preparing family-style meals to deliver. Another option would be to partner with delivery services like Uber Eats or Postmates, if they haven’t already. At some unknown point, we will go back to attending sporting events, concerts, eating out, and traveling, but until then, we must shift our focus to addressing the needs of the time. That might mean expanding your work-from-home options or pivoting to a different target audience—in other words: it will take work, but that’s business.
Now, in order to effectively utilize expectations and probability, it’s imperative to develop, test, measure and adapt different approaches. Many plans, forecasts, and proposals are done in a static format with one dimensional analysis and results. Those are usually all wrong because we live in a more dynamic and interactive world. For example, branding, marketing, pricing, and operations must all be assessed together rather than viewed separately as isolated activities. Similarly, businesses need to have alternatives plans in place and ready to go so they can adapt quickly. Mistakes will occur. So what? Steve Jobs was fired, Thomas Edison tested thousands of light bulbs before succeeding, and Walt Disney’s editor told him that he “lacked imagination and had no good ideas.”
So how do you use expectations to create positive outcome?
When it comes to the rapid changes that occur constantly in our society and environment, we are frequently afraid of risk. The Internet, digital technology, mobile phones, Google, and Amazon are all examples of technology that is transforming our lives. Therefore, relying on old methods or a “we’ve always done it that way” mentality may actually be riskier than making a change.
Similarly, business analysis, big data, the cloud, and other management tools are great resources to mitigate risk. I’ve done a lot of work testing different pricing strategies to improve performance, especially on the Internet. You can’t just stick with what used to work and, therefore, your expectations must include the assumption that you will need to adapt frequently.
Furthermore, your probability of success increases when your expectations include actionable goals:
If you expect big results, consider taking bigger risks.
If you expect accuracy, focus on obtaining better data and improving your testing, analysis, and measurement tools.
If you expect to keep up with competitors, include innovation and hire exceptional people (this might involve tolerating some “deviant” behavior from employees, but that’s often a side effect of utilizing out-of-the-box thinkers).
If you expect long-term success, create an open company culture that embraces diversity, change, collaboration, communication, and pushes boundaries.
If you expect greatness from your staff, empower them to do their jobs to the best of their abilities. This requires hiring and training good people, trusting them and giving them the authority, they need to perform effectively, and understanding that they will sometimes make mistakes.
If you expect to address and solve problems, develop reliable resources outside of your company. Don’t utilize friends and family who won’t tell you the truth in order to spare your feelings or who may not even understand your business’ needs. Visit places like Google, your library, and incubators for networking opportunities.
If you expect to increase profit, focus more attention on the process of decision-making. How good is the information you’re using, what are the consequences of possible mistakes, and how much risk can you afford? With the exception of issues like safety, I think we can all afford more risk. We’re generally overly concerned with the consequences of mistakes and we lose sight of the potential gains.
If you want to succeed, believe in yourself. Because if you don’t, why should anyone else? You need to turn expectations into probable results.
I have learned that traditional and detailed startup recommendations (like planning and budgeting) are not as important as we previously thought. Instead, a continuous process of analyzing, measuring, and adapting to ever-changing parameters, programs, markets, and risks has a much higher probability of success. Finally, expect greatness from yourself. Learn to turn expectations into probable results. Success requires positive thinking and high expectations. If you truly believe in something, you’ll work tirelessly to make sure it’s successful. So, why can’t that something be you?
Please visit our website www.startupconection.net to book a Free Session in which we can help you develop an action plan that will evaluate potential and risk. We always discuss process, expected outcomes, and cost before you make any commitment.
Dr. Bert Shlensky, president of Startup Connection, prides himself on his ability to define what is unique about each and every business. He works closely with individuals to develop a personalized approach that targets specific areas of concern and offers solutions based on his 40+ years of experience. His expert team will address your particular needs while working to save you time and money.
“He didn’t even say thank you…” The indignation that we feel when people don’t mind their Ps and Qs is very telling of how our words and actions (or lack thereof) affect those around us. In a work setting, this often manifests as appreciation or respect. When someone simply acknowledges or thanks you for your work, it goes a long way. Employees who feel appreciated tend to perform better and have a stronger sense of fulfillment in their jobs overall. It only makes sense, then, that support and positive feedback are essential in order for a business to grow, increase productivity, and experience positive change.
While providing a coworker with a quick “Great work” is always a morale boost, a shift in mindset and a restructuring of business practices may be necessary before you can truly enact significant change. Establishing a support culture can increase productivity and create an environment where conflict is replaced with respect.
Here are a few key elements to creating Support Culture:
Acknowledge and address
disequilibrium.
The most apparent solution is to simply be aware of any dilemma
that arises and consider the implications. Change generally does not occur
unless there is a need, a conflict, or some sort of imbalance. When one of
these exists, we frequently attempt to squash it quickly to avoid change.
However, when conflict is approached with an open mind, the commitment to entertaining
varying opinions with respect, and a willingness to discuss, we open the door
to possibilities and solutions that we may have otherwise overlooked. In
collaborative settings, this encourages communication and compromise as
participants feel supported knowing that everyone’s best interest is being
considered.
Understand the culture and participants.
What
motivates one person will not inspire everyone. We’re all influenced by innumerable
factors including upbringing, past experiences, and innate qualities. For
example, some people are more left-brain, technical thinkers while others are
right-brain, creative types. These people will have different approaches to
doing the same task and that’s okay. Respect that everyone learns differently
and thrives in varying environments. Honor each individual’s strengths and your
team will be stronger for it.
Organizations
need that variety, as productivity is a result of support and encouragement
combined with the appropriate tools and direction. A great example is how sports
coaches often use a mixture of motivational techniques accompanied by hard work
to get players to reach their full potential.
This
approach only works, however, if you know your audience. Once, during a
planning meeting, in which several finance employees were arguing about how to
improve EBITA, the creative head (who was incredibly talented and somewhat
eccentric) asked, “What’s an EBITA? It sounds like an animal.” The takeaway
here is that we must consider our listeners and respect their background and
point of view. When we try to solve problems without taking everyone’s
perspective into account, we risk misunderstandings. We often get so caught up
thinking our own ideas and opinions are the best that we ignore how the
perceptions of others’ will alter our effectiveness. When you know where
someone is coming from, you better understand how to most appropriately and
effectively support them.
Avoid confirmation bias.
Age, status, education, and reputation of the listener and
communicator can all dramatically affect our perceptions. When we make
assumptions about someone based on these sorts of qualifiers, we either
consciously or subconsciously become biased. And it’s nearly impossible to
genuinely support
someone you’re bias toward.
Whether it’s a positive or negative inference, we jump to
conclusions without all of the facts. If you rely on a GPS system that suggests the fastest route, but does
not include traffic, accidents, or construction related detours in its
directions, your bias is misinformed. Frequently, we underestimate the
importance of analytical information or fail to consider things like experience
when communicating alternatives among different groups. It’s important to know
what your biases are and accept that, while we all have them, it is also our
responsibility to challenge the way we’ve been conditioned to think.
Focus on a “WIN-WIN” approach when communicating.
We all know
positive feedback is received more favorably and, yet, how often do we revert
to criticism, blame, or a “one-upping” mindset when we find ourselves in
pressure situations. Support and encouragement are essential to innovation. It’s
important to create and maintain a positive atmosphere where people feel safe
sharing ideas.
Avoid
negative talk and never enter a discussion with the goal of “winning.” It’s not
about winning or losing; the purpose of communication is to share ideas and come
to an agreement on the best solution—whether that’s through compromise or one
party acknowledging that, this time around, perhaps their way isn’t the best
approach.
I like to
refer to Sheryl Sandberg’s advice about establishing an encouraging environment
where people feel confident enough to consider the question, “What would
you do if you weren’t afraid?” When we feel supported, we’re able to let go of
inhibitions. That’s when we’re free enough to experiment and throw out “crazy”
ideas without the fear of failing or being ridiculed. Because those “crazy”
ideas are usually where innovation is born. Similarly, we should look at
mistakes, and even failure, as learning experiences rather than defeats.
Frequently, those frustrations also lead to inspiration.
Be inclusive.
Inclusion
always yields a sense of camaraderie and support. When it comes to
administration, I highly recommend Tom Peters’ “Management by Walking Around.” It
advocates for a more relaxed atmosphere where there is less of a separation
between “bosses” and “subordinates.” It suggests that employees are more
productive in environments that encourage cooperation over intimidation.
Examples of this include informal meetings, going to a coworker’s office
instead of demanding they come to yours, open office space with collaborative
workspaces, and more face-to-face time.
Communicate openly.
Organizations
and individuals who communicate openly are more successful. Keeping everyone
informed inspires a sense of belonging and results in increased productivity.
The old mentality of maintaining exclusivity amongst execs is inefficient and only
fuels a sense of separation. The more people know, the more effective they can
be.
Respectfully manage individuality.
There are always going to be eccentrics who need to be managed differently. Similarly there will be people who need more direction. Learn to appreciate and utilize everyone’s varying skillsets. This may mean giving more freedom to creatives who produce their best work at odd hours or being stricter with employees who thrive under pressure and deadlines. You will also need to address issues of under performance. However, the main point to remember here is to approach all situations with a sense of empathy and respect. When you approach people with a desire and intent to help, they’re much more inclined to be receptive to feedback and help your business increase productivity.
Mind Your Ps and Qs.
This is the most obvious and yet, too frequently, forgotten. The
easiest way to show support and appreciation is through simple words of
acknowledgement like “please,” “thank you,” and “nice job.” Remembering and
using people’s names or referencing a detail you discussed in a previous
conversation goes a long way. Letting people know they are seen and being heard
is one of the highest forms of respect. We all know how good it feels to be on
the receiving end of that.
Establishing a strong sense of respect between customers, suppliers, and coworkers is a critical
component of success. And while it takes constant effort, it is relatively
inexpensive. A great starting point is to simply check in with yourself and ask
if you’re making a consistent effort to see things from others’ point of view
and understand where they are coming from. How much more efficient and
compassionate would we be if we applied this mentality to all aspects of our
lives?
Dr. Bert Shlensky, President of The Startup Connection, offers guidance to help small business achieve maximum sales and profit. He utilizes his 40 years of high-quality experience to launch your business to the next level via technological, social, and online integration. Call or email to setup a free consultation:
When you want to stand out, reach out to Bert for the tools that will build your “sticky” brand. My focus is on understanding and analyzing your dilemmas and challenges, so your company becomes profitable faster.
Call (914) 632-6977 or email me at bshlensky@startupconnection.net. Don’t leave without signing up for our useful free eBook!
Feeling stumped or overwhelmed? Contact Bert at (914) 632-6977 or Email to start the process. Thanks!
