A design student recently asked me, “How do you sell good ideas?” 

The question reminded me of George Nelson—one of the founders of American modernist design. In his 1977 book How to See, Nelson wrote that the overwhelming majority (90%+) of people:

“Cannot see except in the most primitive sense, such as identifying the neighbor’s dog or a traffic light.”

The first thing designers—with innate visual talent and years of focused study—must realize is that George Nelson was right. The criteria designers use to evaluate if something is good—how it works visually—differ from most of the people they work with (and for).

Accepting this, you cannot sell good ideas on the merit of their appearance—no matter how aesthetic, innovative, or original.

You sell good ideas long before you ever present them. Here is how:

Invite (and create) the right team.

Creative solutions that can impact a market are inherently new and different. No one likes change—at first. 

That’s why everyone who has the power to say “no” has to be involved in the process from the start.

If not, the process will hum along until it invariably stumbles on decision-makers who have been left behind.

Immerse yourself in the business. 

Every industry takes things for granted based on “how it is” or “has always been done.” Ask the obvious questions. Gather insights and stories from customers and staff. 

It’s your job to find the insights and observations and connect the dots of tactics and strategy—these are the start of your point of view.

Show process, not answers. 

The best way to build consensus is to bring decision-makers in on the process by showing your thinking. 

With one option, people wonder what else is possible. With two solutions, it is challenging to make a choice. With three or more options, it is easy for a group to eliminate one possibility and dig into the merits of the others. 

Be open to whatever solution rises to the top— it often won’t be what you expect.