Nick D. Saporito

I often generalize business as the art of getting people to do what you want.  It’s probably an over-generalization of what is typically a complex operation, but really that’s what most of us in the business world do – work to get our (or our organization’s) way.  Working for a company that is undergoing a transformation, I spend a lot of time pitching ideas – to vendors, management, community leaders, or our board.  Throughout that time I’ve decided that there’s a distinct difference between perspective and opinion, and you should try to change only one.

When I start pitching an idea to someone, I always start out at a bird’s eye view of the project or idea, and sometimes even a tangent line away from the actual meat of the idea.  Everyone always has differing opinions and for me to come in and try to change an opinion that was obviously shaped by something other than thin air, just doesn’t make much sense.  Frankly, changing opinions is tough business and a relentless task – especially for the one who is usually the youngest in the room.

My theory is that opinions don’t matter in business.  What matters to me when I’m pitching something is their PERSPECTIVE.  Their perspective is what drew them to the opinions they have.  I try to start at the core level of the idea or even away from the idea and narrow it down – set the stage not only for the actual idea, but why the hell I got to that idea.  I sell my thought process, and assume the idea will sell itself (this also portrays confidence, which people subconsciously pick up).

Typically after I’ve laid the foundation as to why I have this idea in mind (what shaped my perspective on it) I try to get buy-in from the people in the room.  I’ve found people are usually more inclined to agree to broad based concepts rather than a narrow focused idea, for a variety reasons.  So if I can get some nods of agreement on high-level ideas, I go straight to the conclusion.

Instead of PowerPointing my way to the end, I typically jump from broad focus right to the “this is what will happen” part.  I do that because everything between the high level stuff and the end is really just a means to a conclusion.  I don’t want my audience to focus on the inside aspect of making the conclusion happen – that could make or break the deal.  The journey to the end is not always a pretty picture, what matters is that the conclusion is on par with corporate strategy.

I’ve often heard sales people use the personal selling tactic of “leading to a conclusion” – essentially guiding the client to the desired conclusion like they’re on a leash.  I disagree with that.  I’m there to bring a conclusion in the first place, and convincing the audience of my conclusion by reshaping their perspective on the idea is my strategy.

Throughout the last year I’ve had the pleasure of sitting through many pitches from vendors.  From buying air time flights to buying millions of dollars in IT equipment, I’ve been pitched at as much as I pitch.  Most of the time they immediately start out with the product/service benefits, and the conclusion is the price.  At no point do they give me a broad based concept to work with – it’s all detail.  When my organization is about to drop seven or eight figures in capital on something, it’s effecting more than just one function of the company, and the pitch should too.