Follow that with a list of people and organizations affected by action. Be thorough in this consideration; it's all to easy to forget peripheral players. And very often peripheral players make a critical difference to our plans.

Now, is there a timeline or sequence of events that needs consideration before a decision can be made or implemented? Almost everything we do in large modern organizations is interconnected to other people and resources. And, what about contingencies? Does your proposal depend on something else happening?

Having thoroughly explored proposal and its implications, we now turn to costs and benefits, business case. What are tangible and intangible costs? In intangibles column, make at least a mental note of emotional costs that key stakeholders will pay. The same is generally true of benefits, or returns if we're talking about financial components. Remember important role emotions often play in decisions.

In summary, then, take a strategic approach to internal proposals, an approach that identifies issues, players, and consequences. This exercise allows you to be clear and concise because you have thought your way through proposal carefully, and you know key issues.

Robert F. Abbott writes and publishes Abbott's Communication Letter. Learn how you can use communication to help achieve your goals, by reading articles or subscribing to this ad-supported newsletter. An excellent resource for leaders and managers, at: http://www.communication-newsletter.com

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