Page 165 - Free Yourself From

148 It’s Not a Glass Ceiling, It’s a Sticky Floor

a tough task because it required asking for more money. She began by
thinking about things that could derail her proposal and where she
would encounter resistance. Then, she developed a plan and made
sure to include a discussion for how it would benefit not just her orga-
nization, but also all of IBM. As she was developing her proposal, she
talked with key stakeholders above her and outside of her group to
understand their views, concerns, and needs. As a result, she was able
to articulate a broader vision in the presentation she eventually gave.
Anne also astutely identified one or two people that she knew would
support her in the meeting where she planned to make her presenta-
tion. These were people she knew would see the benefit of the pro-
posed compensation plan and who would talk about the advantages
of it to others. Anne knew that she would need support in the meet-
ing and that she couldn’t rely on it without first presenting the idea to
would-be supporters, and addressing their questions and concerns.
The whole process gave her the coalition she needed, but it also gave
her a broader perspective and new ideas that made her presentation
stronger and more likely to appeal to more people.
Sure this takes time, and people groan about endless meetings
before meetings. But look at our two case studies, Sarah and Anne.
Both put time and effort into their presentations in different ways—
one focused on honing her pitch, the other on marketing it. You have
to ask yourself, in the end, who made better use of her time and
effort? More important, which of these women do you see reaching
the executive suite?