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Part: FIVE COMPLETE SET OF TRANSPARENCY ... > SELECT AND ORGANIZE INFORMATION - Pg. 174

Selling Your Presentation Course 174 · A written proposal (persuasive letter and course description) for the managers. You might be the best person to send this, but also consider that your supervisor might have more clout with the decision maker than you do. That doesn't necessarily mean that the proposal should be signed by your supervisor, but it may be useful if the boss attaches a cover note to grab attention and establish credibility. · An email invitation to potential participants. Again, this might come from you, but an endorsement from immediate supervisors might help. · A memo to participants announcing their selection (attach a course description, too). This one definitely would be sent by immediate supervisors. Of course, you would provide it to the su- pervisors to ensure proper information and tone. · Hard copy and email flyers as reminders. Okay, this one is all yours. No question. Timing Options: When Should the Message Arrive? Consider the habits of your audience and the culture of your organization as you decide to submit your proposal and advertise your class. For example, what is the budget cycle? Is training for an entire calendar year budgeted the year before, or are these decisions made quarterly or as needed? Do managers hold discretionary funds for training within their departments? Be careful when you advertise the class to potential participants. If you do it too early, they tend to disregard the message because it lacks urgency. If you wait until the class is almost ready to begin, they may have other obligations. Since this is tricky, I suggest announcing the class two months in advance. If there are major conflicts, someone will alert you. Two months of lead time also allows supervisors to identify candidates for you.