From an early age, you and I both received instructions about what to do and how to do it. And we’re fortunate that life works this way. Without clear directions, we would remain unable to accomplish basic life tasks like tying our shoes, brushing our teeth, or even ordering coffee at Starbucks.
Guidance continues to come our way every day, until a special day arrives—we become leaders. That’s when a profound shift happens; others now expect us to show them the way. It’s part of the job because, according to Leroy Eimes, "A leader is one who sees more than others see, who sees farther than others see, and who sees before others see."
Sometimes we need to lead toward a long-term future, other times toward a shorter horizon. But knowing the direction isn’t enough; we must also help others know how to take the path toward a preferred tomorrow. Whether it’s a church, nonprofit organization, or a corporation you’re leading matters none; all leaders face a common challenge—turn a picture of tomorrow into a plan others can see for themselves, or even join. As former President Ronald Reagan said, "The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things."
So how does making a case work? Great ideas, or even moderately good ideas, accomplish nothing unless a leader makes a well-thought-out, well-organized pitch for a fresh plan, critical strategy, or new direction. Some leaders cast compelling visions to the masses, but what about that project, that new venture, or that funding request shared with a smaller group, even one-on-one?
While every situation is unique, a simple five-part framework can help you and I make a case whenever one is needed: to gain approval, to build support, to rally the troops, to enlist participation, to secure funding, to make the deal happen.
1. Situation
What are the overall realities that will help a person understand why this case is important? Focus on key facts and descriptors critical to the case being built that others will agree are true. This could include a recap of “our journey to this point” and even an anecdote or story that articulates reality in a personal manner.
2. Issue
What is the core problem, key decision(s) to be made, questions to be answered, or changes already taking place—or about to happen—that must be addressed and/or resolved? What angle to the issue should receive the highest priority? This is the point to build urgency and anticipation for what you plan to suggest.
3. Desired Outcome
Articulate meaningful success. What will be accomplished and how will it directly solve the issue(s) above? When this outcome happens, why will it be worth all the time, effort, and money? An outcome is the long-lasting impact. The outcome is the “end” that will happen as a result of the “means,” which is the next part.
4. Recommendation
What action(s) should be taken, what plan should be followed, what change should be made, over what time period, at what cost, and by whom? At this point, clearly answer the question: So what do you want from me? From others? Share whatever details are known and applicable at this point, making sure that their cumulative effect delivers the Desired Outcome. Show how that will happen.
5. Expectations
What will change, by how much, and over what time period? What risks have you considered, and how does the Desired Outcome outweigh those risks? What measurements/evaluations will take place—to indicate progress and/or completion?
Some cases require substantial details, but most require far less. Instead of overwhelming people with your knowledge and passion, try following the formula “brevity=mastery.” Questions along the way indicate engagement with your case, so welcome them.
For situations where a strong case must be made, and it happens often, you and I can feel confidently prepared when we use this approach. Over time, it becomes a thought organizer and an effective rubric for situations where someone presents a case to us, and will feel as natural as tying shoes, brushing teeth, and ordering that grande skinny peppermint mocha, extra hot with no whip.
David Staal, senior editor for Building Church Leaders and a mentor to a third grader, serves as the president of Kids Hope USA, a national non-profit organization that partners local churches with elementary schools to provide mentors for at-risk students. He also chairs the advisory board for a nearby college, teaches marketing at another university, and served ten years in leadership for a local church following a corporate career. David is the author of Lessons Kids Need to Learn (Zondervan, 2012), Words Kids Need to Hear (Zondervan, 2008), and Show Up (2016 release). He lives in Grand Haven, MI, with his wife Becky. His son Scott and daughter Erin attend Valparaiso University.
