STRATEGY

Asking for an increased budget is the ultimate uphill battle in today's lean business environment. Still, it can be done…as long as you frame it properly. The secret is to present the budget increase as a proactive effort to take advantage of an already existing opportunity, resulting in an improvement to the company's bottom line. That means it will boost revenues more than it will increase costs. It cannot be seen as a reaction to prior cuts, an attempt for more personal power, a totally new concept, an effort to save time, or as a drain on the company's coffers. Be aware that asking for an increased budget carries risks, whether you get it or not. If you achieve your goal, you'll be under increased scrutiny. If you don't achieve it, you may be marked as being out of step.

TACTICS

• Attitude: Whatever the real circumstances underlying your re‐quest, the attitude you bring to the meeting must be one of excitement and hope, rather than despair and exasperation.
• Preparation: Develop an ironclad business plan that documents how your proposed change will have a positive impact on the bottom line. Make sure there are no loopholes or question marks. In addition, have a host of fallback positions ready in case you're unable to overcome your supervisor's objections.
• Timing: Don't wait for budget time to present your plan. If you do, it will simply be seen as an effort to grab a bigger piece of the pie or to maintain what you've already got. Instead, present your plan as soon as you've got all your documentation ready.

  
  

• Behavior: Act the same as in every other planning meeting you have with your supervisor. Remember: You're not asking for more money, you're demonstrating there's an opportunity to make more money and you're urging the company to take advantage of it. Refrain from suggesting cuts elsewhere, even if you're pushed. That will color your proposal as political.

ADAPTATIONS

This script can be modified to:

• Ask for an assistant.
• Ask for a new piece of equipment.

KEY POINTS

• Frame your proposal as “an opportunity,” explain that you've just “uncovered” it, and stress, as early in the conversation as possible, that it will boost net revenues.
• If your supervisor attacks you and suggests the proposal is self‐serving, act surprised and hurt, but not angry, and stress you've always put the company first.
• If your supervisor objects to even a short‐term negative impact on the bottom line, provide temporary options that will offer instant positive results.
• If your supervisor objects to any additional outlay, suggest temporary shifts in your own operations to compensate.
• If your supervisor says your idea is counter to current trends, show how it's really in line with today's business philosophy.
• If your supervisor remains hesitant, ask him to think about it and reconsider. Meanwhile, consider going over his head.