No matter how fantastic my proposed marketing programs might have been there are some things I've always HAD to do to enable success. Otherwise, I did not start -- failure was certainly close behind.
- The biggest fan of my project has to be the leaders of the firm: Not every project needs attention from the highest echelon but if it is a big program with far reaching implications, my highest leadership has to be the loudest cheerleaders. Never launch a culture-changing program until I've secured the best cheerleaders.
- Keep the decision circle small and influential: Many projects fail because too many people were asked to be part of the decision cycle. It is imperative that I orchestrate any committee formation around my idea to include as few people as possible whom are as influential as possible. I have moved so many projects forward based alone on the influence of hand-picked partners.
- Speed is my friend: The more radical an idea the faster it needs to move along. Nothing cripples a project more than offering people time to think (too long). I would definitely never hoodwink anyone, but, more time to think is equal to more time to consider fear.
- Knowing the difference between programs parts that can be compromised and those that cannot: Having room to adjust is important, and knowing what would neutralize my program is imperative. Once a program is neutralized it is time to stop and move on.
- Have external advisers: I have been so ready to tank good projects making good progress just because of my own self-doubt. Having good professionals on the outside of my firm to look over my shoulder have saved me time and time again.
- I drink a little bit of my own Kool-Aid: Intelligent passion sells! Never be afraid to be your own biggest cheerleader, your own biggest believer, and your own biggest supporter. I am certainly ready to listen to reality, but in the face of an illogical argument, passion has often won over many a dissenter.