Maybe you've had this conversation with a manager: You want to do something that costs some money. Maybe go to a conference, bring in some training, or something a little out of the ordinary.
The manager says, “No, that costs too much.”
Or, as a consultant, a manager says, “Your proposal is too much for us. Can we get you to the same work for less money?” (No. The answer is always no, and I will write a consulting tip about that!)
These circumstances are not about money. There is (almost) always enough money for your request or consulting.
No. This is about priorities.
We always fund what's most important. (Yes, even in the project portfolio where we don't say no and stop funding less important work.) Remember that. Managers and organizations fund their priorities.
They do not fund what they think is less important.
Here's an interesting question: Are the priorities they fund the most valuable work or effort that anyone could do?
Maybe. Maybe not. That's why funding decisions should consider all three areas of value:
- Tangible value
- Intangible value
- Peripheral value
(See How to Describe All the Value When You Want to Influence for the definitions of each kind of value.)
Most of us are good at describing the tangible value, especially when it's obvious and short-term. We are not as good at describing the intangible or peripheral value.
That's where stories can help. Tell a story about how all three pieces of value will better the organization. Stories might change priorities, where data might not.
But remember this: “enough” money is rarely the problem. Instead, the money you want does not reflect the manager's or organization's priorities. That's the real problem to solve.