Many good ideas die on management's desk. You have undoubtedly experienced it. You have a brilliant idea but you cannot convince others, and management above all, that it really is a super good idea!

Much of it probably has to do with the way you wanted to convince them of it.

A pitch to management must be direct, clear and short. So no table of contents or endless introduction as a start, but get straight ‘to-the-point'.

You have to put yourself in the shoes of your ‘audience'. Take account of their goals, problems, strategic ambitions, … Tailor your solution to the target audience and how they can reach their goals faster or better with it. With this approach you make clear that you are pitching about what management itself considers important.

Because if you do not have a strong story, that idea simply remains… an idea. And that would be a shame, wouldn't it?

6 steps to a convincing pitch for management

1. Core message

By determining a clear core message you have immediately given a framework to your idea. The core message of your argument is the whole summarised in one sentence. See it as the headline of a newspaper article.

2. A clear problem statement

What is the problem that you are going to combat with your solution. Make this problem as big and concrete as possible. That way you create an imbalance and make the difference between the problem and your solution as large as possible.

You can develop your problem statement further with relevant data, stories or testimonials. But always remember: short and clear. Only data on which your idea offers a solution.

3. A concrete solution

Describe your solution in one sentence. Make your idea as concrete as possible. Leave as little as possible to the imagination. A visualisation is therefore very handy if that makes your idea clearer.

When presenting your idea you must of course also give an answer to the problem statement you have just explained.

Here too, short is better than long but this must above all be clear. Look at the people and you will see for yourself whether they understand what you say.

4. The result of your idea, of the improvement?

What is the concrete result of your idea? What (positive) consequences will there be after your idea has been implemented? Here too, supporting data, similar projects, examples, ... etc. help.

5. Realisation and requirements

In the last step you become very concrete. What do you need to carry out your plan? Which steps are you going to have to take for this? Who will be involved? What is the impact on the ‘busy' agenda of your management, colleagues or other parties involved?

An important part that you had best make clear yourself immediately. Because you will get the question anyway. If you ask for a large budget, a lot of time or a lot of people, you may get a rebuff. So do not go for an all-or-nothing approach. That is why a test period with a limited investment and interim evaluation is possibly an ideal proposal.

6. Short, visual and powerful

Managers often have a busy agenda. If you stick to the structure above, you answer all the most important questions.

In total you had best block 30 minutes in the agenda of your managers. The pitch itself is best kept short, a maximum of 15 minutes. And then you ask: which subject would you like more information about? If they respond to that, you are off. From then on you are in an ideal conversation, about information they want to know themselves.

Finally, you close with an approval or a concrete next step. Schedule a follow-up meeting or ask in what way they would like to be kept informed.