[RBM] “I” - What people are saying about your proposal behind the scenes.

As we move forward with our work, I've noticed something interesting happens with proposals - people talk. They praise, they criticize, they question. And honestly? That's exactly what we want. I've learned over the years that creating the right PR strategy around our proposal can make or break its success. Let's chat today about how we can navigate these conversations to our advantage.

First, let me share something I've observed time and again: discussions always happen. If you're hearing them, that's actually a good sign! It means people care enough to engage. But what about when you don't hear anything? In my experience, this falls into two buckets. Either no one believes your proposal has legs (the conversation died before it started), or—and I see this far more often—people actively dislike your proposal and are huddling in small groups plotting its demise.

You need to take action regardless of which scenario you're facing. That first situation is our ideal state, and I've found there's a specific approach to making the most of it. When I've been successful, it's because I've actively engaged the most passionate voices early in the process. Those water cooler conversations? Pure gold for broadening participation.

I've seen firsthand how these informal chats can dramatically shape how your proposal is perceived throughout the company. They don't follow formal structures, which makes them more concise and often more honest. People view them as social rather than strictly work-related, which encourages more authentic communication. Have you noticed how people speak differently when they're grabbing coffee versus sitting in a conference room?

What about when discussions fizzle out quickly? This usually happens because people don't believe implementation is possible. But here's the thing—I've learned to see this as an opportunity rather than a setback. It's your chance to understand perceived flaws and learn why decision-makers aren't on board.

Instead of getting discouraged (and I've definitely been there), try approaching key voices individually. I like to ask specific questions: "What obstacles do you see that I might have missed?" or "Based on your experience, what resources do you think we'd struggle to secure?" These decision-makers often share thinking patterns or have insider information about budget constraints, technical challenges, or political considerations you weren't aware of.

Getting this feedback early has saved me countless times. Sometimes I've discovered that starting with a smaller pilot faces less resistance, or that partnering with another department provides needed resources. Have you considered whether adjusting your timeline might address some concerns?

The trickiest scenario, in my experience, is when your proposal gets labeled as flawed behind closed doors. These hidden conversations can snowball into organizational resistance without you ever getting a chance to defend your ideas. This is exactly when you need to bring these discussions into the open.

I've had success starting casual conversations myself to gently probe for feedback. Nothing too formal—just open-ended questions that don't come across as defensive. Watch not just what people say, but how they say it. Sometimes a hesitation or a glance away tells you more than their actual words.

You know what I've come to appreciate? Critical voices. They challenge the status quo, which is essential for growth. I wrote about this recently in an article, exploring how constructive criticism often drives our best innovations.

When we guide the discussion space, we can keep conversations productive while gaining valuable insights without all the emotional baggage. This helps us extract the essence of rumors and build appropriate PR around our proposal.

PR becomes especially important with modernization proposals. I've seen these initiatives frequently misinterpreted as attempts to eliminate jobs. While that happens occasionally, I've found it's usually better to focus on transforming roles or upskilling people. Showing how your proposal makes work easier and creates space for more meaningful activities is crucial.

The reality in many companies today—and I'm seeing this more than ever—is a persistent shortage of qualified employees. Teams are stretched thin, barely managing day-to-day operations with no bandwidth for new initiatives. Have you noticed this talent crunch in your technical teams or specialized roles? It makes it even more important that your proposal addresses these pain points by showing how it maximizes existing staff productivity without requiring additional headcount.

Managing this perception is one of the most powerful PR moves you can make. It demonstrates your ability to create breathing room and explore possibilities that enhance your company's value.

What's been your experience with these kinds of discussions? How have you managed them effectively? Drop a comment below—I'd love to hear your thoughts.