Q. I’ve been asked to submit a proposal for a workshop to a local group of women executives. Where do I start?
A. Great question! Even if an organization does not request a proposal, you’ll come across as more professional if you can put one together — after they’ve indicated an interest in what you have to offer. Unsolicited proposals are another story.
Begin with research. Who belongs to the organization? What speakers have they had in the past? What kind of jobs do they hold? What industries? If the event coordinator is friendly, or you know an active member, you may be able to learn what topics were most successful in previous meetings.
If they’re cold and share little, don’t invest a lot of energy and hope, unless your instinct tells you otherwise. They may warm up to you once they see what you can do. However, they may be requesting competitive proposals to comply with procedures, after they’ve already made their choice.
A complete proposal has eight parts: Problem (objectives, purpose), Scope and Limits, Methods, Materials and Equipment, Qualifications of Consultants, Follow-up and Evaluation, Budget and Summary. You may be able to combine some of these sections and you may want to add more, depending on your market.
You may write a one-page letter or a fifty-page, four-color proposal with a binder. Your specific question suggests a one-page letter. I recommend attaching an appendix of three seminar schedules with prices and benefits: ninety minutes, half day and full day.
Your opening page or paragraph should communicate benefits you will deliver. However, your proposal can backfire if you come across as too aggressive or promise to deliver the sun, moon and a few bonus stars. The client is asking you, “Why is this workshop worthy of our time and money?” She wants a straight-from-the-shoulder response. If you can quantify outcomes, believably, so much the better.
You then indicate why you are best qualified to deliver these benefits and a statement of how you will deliver the workshop. Interactive or lecture? Exercises? Role-playing? If you have conducted similar workshops, by all means include testimonials.
Finally, I hope I don’t have to add that presentation counts. You need to give the impression that you’ve spent time on the proposal, even if you really just spent fifteen minutes modifying a template. You have to show that you’re caring without coming across as desperate.
I do not encourage clients to take risks, but I’ve seen people succeed by sending more than was requested — even when they were specifically told to send only a page. If an event coordinator is interested, she’ll keep reading. She won’t turn down an exciting proposal because you sent too much. However, it’s a judgment call.
If you are responding to a request for proposals (RFP), respond to every point directly. Otherwise, key in to the organization’s mission and goals, or to comments in a letter or email you have received. Use care when responding to conversational requests because people often forget what they’ve said.
Once you’ve submitted the proposal, follow up with the decision-maker. In effect you’re conducting a sale. However, if you’re part of a group that’s been invited to submit proposals, you may lose points for nagging. Know your audience.
Cathy Goodwin, Ph.D., is an author, speaker and career/business consultant. Your Next Move Ezine: Read one each week and watch your choices grow!
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