How To Get Your Recommendation Adopted

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As my company grew, I was sometimes told I took too long to make decisions, which puzzled me until I realized the issue: employees thought they were asking for decisions, while I thought they were making casual conversations. It wasn’t always clear that a decision was needed, so I assumed they were sharing updates rather than seeking my input. In a fast-growing business, this lack of clarity can cause initiatives to stall. This experience made me reflect on the importance of clear communication and effective strategies for getting approval on recommendations.??

Gather information, then customize your approach??

First, you analyze data to identify a problem or opportunity. Next, you develop a well-structured recommendation. Once approved, you take the lead by guiding others to implement it.??

There are four audiences to whom people in the workplace bring recommendations: those who approve a recommendation (like managers or top executives,) and those who execute a recommendation (like peers or a broader audience). It’s important to understand the different ways to speak to each of these four groups.?

Audience 1: Manager?

Provide details. You will likely be communicating up to get a recommendation approved. Whether your manager makes the decision or advocates for your idea to leadership, you must demonstrate you’ve done your research. Often, this involves creating a document that clearly outlines the issue or opportunity, presents your case for action, and includes supporting research in a detailed appendix. I use Slidedocs for this. Slidedocs are designed to blend text and visuals in a way that’s meant to be read, not projected. No matter the platform, your presentation should show you’re well-informed, and your manager must feel confident in you — because both of your reputations are at stake.??

Audience 2: Executives?

Be very clear, quickly. When presenting to the C-suite, you must get to the point quickly with clear structure and skimmable content. Many executives often allow just 30 minutes per idea. If you have half an hour, prepare for only 10 minutes of formal presentation — you will get interrupted. Senior executives can usually grasp most of the idea quickly and will cut in to clarify or ask for action steps. If using visuals, create an interactive table of contents to navigate and provide supporting evidence as needed easily.???

Audience 3: Peers?

Speak their language. When introducing a new project to your department, you already have a shared language. Your colleagues likely already understand the reasoning behind your recommendation and may have even contributed to shaping it. You can rely on the usual verbal and visual shorthand you use daily — acronyms, department-specific terms, and detailed charts are perfectly fine, as long as everyone is comfortable with the level of complexity and familiarity.??

Audience 4: Large audiences?

Layer in emotion. If your recommendation is an initiative for your whole organization — or if you’re pitching it to a client or external partner — you’ll need to rally a wider audience. In this situation, you’ll need to adjust your usual communication style and adopt a more empathetic approach. Those impacted by the decision may be resistant to change.??

For example, let’s say you’re proposing a new software system that will streamline workflows company-wide. While your internal IT team may easily grasp the technical details, departments like sales or finance might resist the change, fearing disruption. To win them over, you’ll need to adjust your usual technical language and take a more empathetic approach, explaining how the system will save time and reduce stress in their daily tasks. By adding this emotional appeal, you help them see the value and meaning behind the change.?

Looking back, I realize my “slow decision-making" stemmed from the lack of a formal recommendation process in my company. Employees were unsure how or when decisions were made. Leaders can fix this by clearly defining how recommendations are proposed and being transparent about decisions. A structured approval process will streamline decision-making and make it more efficient.?

Internal or external, clearly explaining recommendations and the reasoning behind them will lead to quicker decisions. Those who need a decision to be made should be direct in expressing their needs and should highlight the impact if a decision is delayed or not made. You’ve got this!?

You can learn more about this topic in the workshop Duarte DataStory?.??

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