Seven keys to development success

If an organization is moving beyond the strategy offarming organic growth, it might be ready tobuild a precapture strategy. Most companiesbegin by looking for an individual who can delivernew business, from qualify to win. The questionis does the company have that person. Typically, thisperson has established a working, personal relationshipwith the senior management of the department, agencyor program being pursued. He or she brings an extensivecontact base and ready access to the appropriate individuals.But this is a minimalist approach.Many people who fit this basic profiledeclare themselves business developmentprofessionals.But theyare not. Manyhave excellent credentials,includingexperience inleadership, operationaland tacticalplanning, and programand resourcemanagement.Individuals with this profile seem likeperfect candidates, and many companieshire them. Most, however, are notcommitted to using their experienceto acquire new business. Many dig acircular ditch when instead theyshould dig strategically. Strategic businessleaders must apply the followingseven concepts.Are you a hunter? Be honest. Thinkabout it for a second. The business ofhunting is not pretty, and it's not forthe weak. You must exhibit thehunter profile: always pursuing thenext best strategic opportunities foryour company and crafting thoseopportunities before competitors recognizethem. Hunting is scientific innature, breaking open new opportunities,developing new relationshipsand testing opportunities well beforethey come out on the FederalBusiness Opportunities Web site.It's critical that you understand thegoal and purpose of business development.What is business developmentto you? In addition to developing asubstantial pipeline, you should recognizethat your role is to help organizationsunderstand their real issuesand concerns and identify their pain.This is a tough but trust-building andaffirming step.Understand how and why peoplebehave act they do. What is it thatmotivates a prospect to trust an individualand share information?Acquire the behavioral characteristicsof an intelligence-gatherer. Thisis not marketing. In other words, youmust be as skilled at intelligently askingdumb questions as in giving high-levelbriefing presentations. This isthe critical ability to know whatinformation is important to gatherearly on and then whom to gather itfrom and how.Develop the ability and courage todisqualify opportunities early andefficiently. You must be able to let go,walk away and move on to a betteropportunity.Obtain the skills necessary toquickly build a short- and long-termpipeline. Real business developmentleaders can quickly engage people atthe highest level within an organizationand have a knack for discoveringprecapture opportunities, short- andlong-term, on an ongoing basis. Howis this working for you?The last quality a strategic businessleader must have is the ego drive tocontinually pursue new opportunitiesas an alpha wolf. Alpha wolves have aheightened sixth sense ? the abilityto see leverage points and make connectionsthat others miss.The question is often asked, "Arestrategic business leaders born withthe business development gene, orcan they be developed in this role?"It's a little of both. Few bring it all.That's where professional developmentand mastery education comeinto the strategic business developmentequation. Are you ready to takethe next step?Next month we'll talk about 30ways to lead a strategic businessleader.