It sounds counter intuitive: “Show [your customer] something [they] can say no to.” But it turns out to be a very empowering way to think. This is what a VP at AWS told me. We were sitting around drinks discussing how we can improve training, the TAM (Technical Account Manager’s) response to peak events, or some other problem. I think he had enough ideas, and he finally said, “Show me something I can say no to.” This stuck with me because it basically says you have permission to try. I may or may not like it. I may adjust it, or I may cancel the whole project but try! Try to impress me!
What’s the alternative? Wait, ask, plan, think? You are not producing something a customer or a boss can see, touch, feel, and form an opinion about. You are asking the customer, or the boss to do the heavy lifting of imagining if something will work without putting the work to see what something will look like, and how it may work. At AWS “Bias for Action,” was a key leadership principle.
At one point I worked with three different companies for a specific customer bid. One company prepared an estimate in an Excel sheet; the thought was to be transparent in the estimate. Another company created a presentation of their experience. Yet another went beyond and did an analysis of the application and provided their results. This company went beyond the “we-too-can-code,” and showed bias for action.
It is possible, however, to show too much, too soon, and to not take no for an answer. These are the pitfalls of this advice. It is possible to talk too fast, share too much, and over-sell your idea. It is harder to build something, so that’s why the recommendation is to “show” not just tell. There is no rule of thumb here because each situation is different. The goal is to share enough to pique interest and establish credentials but not so much to where you “obliterate,” the competition or you “assume,” your idea is a foregone conclusion. At the end of the day your customer, your partners, the people you are trying to convince still would like to make up their own mind. You have to preserve choice, or the illusion of choice – so don’t overplay your hand.
Related skills:
- Related skills: Seven Principles of Effective Communication
