Writing and reviewing proposals is an integral part of the work of a leader. If you work in a collaborative environment, chances are you would be reviewing as many proposals as writing them.

I have struggled to review proposals. I would get lost in the details and become more critical than helpful. I realized that I might be impeding progress for my colleagues and aligned my review methodology with my values - in this case, being genuine, creative, and helpful.

Start with the End in Mind

As I read the proposal or hear someone present it, I try to frame the purpose in terms of fixing a problem, avoiding a situation, or accomplishing an outcome.

If I can't understand the purpose, I choose between two alternatives - continue to review at a superficial level for the chance that I will grasp the purpose or ask for it if someone is presenting the proposal. I will sometimes also ask the presenter to connect it with an organizational goal known to the broader audience and vividly describe this future state.

If I understand the purpose, I try to point out other benefits. For example, fixing a problem may open up an opportunity. We find a 'bigger purpose' when we debate additional insights.

Identify Current State

Almost always, when I have missed delivering a background context, I have regretted it. I have realized that even with colleagues who work closely, there are different perceptions of the same reality - perceptions are reality.

I check if the proposal presents the current state and if I have the same perception. If I have no idea of the current state, it tells me that I understand the problem only superficially and abort the review. If I am accountable for the outcome, I talk with other people to know what I have missed.

If the description of the current state matches my perception, I see if I have additional supporting data. If it does not match my perception, I give feedback as is, being careful not to frame it as my opinion.

Devise the Strategy

I try to understand how the proposal intends to go from the current state to the purported future state. I look out for unsaid assumptions, bringing them to the foreground. A big mistake I have learned to avoid is getting into execution details at this point. A strategy is not an execution plan. It describes how we go from point A to be B (take the train) and not the specific steps (Train #4322).

Estimate Milestones and Progress Indicators

A good proposal should have some way to measure progress. It should have milestones, preferably with estimated dates. It could also connect with organizational KPIs. These are some additional considerations -

I verify the milestones and the estimated dates. I am not worried if the dates are aggressive, only raising my hand when something is unrealistic.

I watch out for milestones that depend on other teams that have not participated in the proposal.

Track the Progress

A proposal should mention a working group or a team that will take ownership of the initiatives and tracks progress. I will try to add elements to the track that could be helpful to the team.

A Proposal Structure

So, what is my take on a good way to structure a proposal? I am going to derive it from how I laid out my review strategy.

• Start with the end in mind (Vision).
• Identify current state (Current Context, Research)
• Devise the strategy (Strategy)
• Estimate milestones and progress indicators (Milestones, Metrics)
• Track the progress (Working Group, Dashboards)