The proposal tasks have been out for a month and a few contributing subject matter experts are overdue. The next Review is in two days. So, it’s probably a good time to pick up the phone. What do we say?
If we start by reminding our colleagues about the deadline, they’ll probably tune us out. If we start by explaining the process, they’ll probably roll their eyes. If we start by reminding them about how strategic the deal is, we’ll probably be preaching to the choir.
When proposal tasks are riding the line between due and overdue, how do we effectively talk with our proposal team about deadlines? We change our tactics and approach our communications just like we do when we write a proposal; from their perspective.
Unfortunately, from our team’s perspective, our proposal contributors also have full-time jobs. Despite reminder notifications and meetings, it’s easy to fall prey to distractions and go off-track on deadlines.
Resist the urge to open the call with a deadline reminder. No one likes to feel ambushed. Instead, begin like we would when writing our proposal; first try to understand their reality from their perspective. Is the project they are working on facing a tight deadline? Are they experiencing pressure from management? Are they picking up the slack for a sick colleague?
When we have a colleague-centric conversation, we focus on their challenges and goals, as well as their emotional stakes. This establishes an emotional connection that lowers barriers, and paves the way for a more effective dialogue about the deadline.
Consider how we write a client-centric proposal; each answer resonates with their stakes, advancing our story, and helping evaluators imagine what the world will look like with our solution. The same is true when communicating with our proposal team about deadlines.
Resist the urge to remind them about the process. No one likes to be lectured on process. Instead, begin by asking a thoughtful question. For example, “how is your project going?” This invites our colleague to share their feelings and opinions.
Asking the right questions in a particular situation provides us with feedback. Feedback gives us the insight we need to understand, and politely but firmly advance the deadline conversation. For example, “I’ve noticed you’ve been less engaged with this proposal than you usually are. How can I help?”
When we pick up the phone, we may be frustrated and stressed. After all, we feel we clearly laid out the process and the deadlines. And how many reminders have we sent?
Resist the urge to remind. If they are like most contributors, they are subject matter experts working on the front lines with client or software delivery. We are preaching to the choir. Instead, employ active listening.
As proposal manager, we stand at the intersection of people and proposal. We may not manage the people who work on our proposal, but it’s our job to lead them. And sometimes that means changing our tactics.
Changing our mindset about deadline conversations helps us focus on the solution, not the person or the problem. Being part of the proposal deadline solution inspires our team to want to work with us again and hit those deadlines.
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