After all your preparation and stakeholder management, the moment of decision arrives. According to The HBR Guide to Building Your Business Case by Raymond Sheen, you’ll typically face one of four outcomes: outright rejection, request for revision, partial approval, or full approval. Each requires a different response, and even a “yes” can be hollow if resources aren’t allocated. Some leaders will approve projects but never provide the people or budget, leading to stalled initiatives.

The decision phase is a critical transition. Many managers either celebrate too soon or accept unfavorable terms. Smart managers know that approval is just the start of a negotiation about resources, scope, and timing. They push back on unrealistic expectations, accept compromises wisely, and document lessons from both wins and losses.

A common pitfall at this stage is assuming that a verbal “yes” guarantees your project will move forward. In reality, if you don’t secure specific, named resources right away, your project may never get off the ground. Best practice is to follow up immediately with a detailed request for resources, asking for the names of individuals assigned and their start dates. Vague promises like “we’ll assign developers when available” are red flags. If you get resistance, escalate through your champion.

Let's observe how this critical principle plays out in a real conversation between two managers immediately after a project approval:

• Jessica: Great news! The committee just approved my customer portal project! They said we'll get all the resources we need.
• Ryan: That's fantastic! Who specifically did they assign to your team?
• Jessica: Well, they said IT will provide developers as needed. I figured we'd work out the details next week after I update the project plan.
• Ryan: Jessica, wait—did you get specific names? When I got my project approved last quarter, I made the same mistake. By the time I followed up, the senior developers were already committed to other projects.
• Jessica: But they approved it. Surely the resources will be there?
• Ryan: Not necessarily. You need to go back right now and ask: "Which developers specifically? Sarah? Marcus? When can they start?" Get it in writing today.
• Jessica: You're right. I'll email the CTO immediately asking for named resources and start dates. Should I copy my champion on this?
• Ryan: Absolutely. And if the CTO gives you vague answers like "we'll figure it out," escalate through your champion immediately. Trust me, every hour counts.

Notice how Ryan's experience transforms Jessica's hollow approval into actionable next steps. Without specific names and dates, her "approved" project could languish for months waiting for resources that never materialize.

When you receive only part of your requested budget, resist the urge to overpromise or stretch your team too thin. It’s important to set realistic expectations and stress proportionality: if you get half the resources, you can’t deliver the full benefits. Instead of simply reducing every line item by a percentage, take a step back and completely restructure the project to fit the new constraints. For example, instead of trying to do all five plants with less, propose doing two plants well and expanding later. This approach ensures quality results and avoids disappointing stakeholders with under-delivered outcomes.

Present stakeholders with clear choices, not impossible promises. For instance: “With $1 million, we can either reduce response times by 40% across all segments, or achieve 80% improvement for premium customers only, or extend the timeline.” This reframes the conversation around what’s possible and helps decision-makers understand the trade-offs involved.

If your project is rejected, always ask why. This isn’t to argue or try to overturn the decision on the spot, but to learn and prepare for future opportunities. Take the time to document the specific reasons for the rejection, who raised which objections, and what evidence or data might have addressed those concerns. Sometimes, projects are rejected due to timing, shifting priorities, or resource constraints, not because the idea lacks merit. In these cases, keep a “revival kit” with your analysis, feedback, and supporting materials, so you’re ready to update and resubmit your proposal if circumstances change.

Thorough documentation not only helps you and your organization learn from the experience, but also positions your project for a potential comeback if the environment becomes more favorable in the future.

Now that you’ve learned how to secure resources, restructure scope, and document outcomes, you’re ready to practice these skills. In the upcoming role-play sessions, you’ll negotiate for resources, handle partial approvals, and lead your team through rejection analysis.