Balancing Head and Heart in the Proposal Profession
In our ever-evolving profession, a curious paradox has emerged. Seasoned proposal professionals, led by logic, data, and a drive to elevate our standing, are focused on strategic growth and C-suite influence. Meanwhile, newcomers to the profession seek connection, recognition, and purpose as they navigate the early stages of their journey. Balancing the natural tension of Head’s vision with Heart’s passion is essential for sustaining a thriving and future-ready profession.
The Strategic Drive of Head
The “Head” represents those who have long-served the profession. They speak the language of business cases, win strategies, and executive influence. Their focus is on maturity: refining tools, measuring performance, embedding proposal teams earlier in the sales lifecycle, and elevating the function as a business-critical discipline.
They push for systems and processes that show tangible value, whether through automation, improved metrics, or direct revenue impact. The goal of Head is influence and recognition, to move the profession from support to strategy, and elevate conversations from compliance to contribution.
The Emotional Pull of Heart
In contrast, the “Heart” belongs to those new to bidding. Often entering the field by chance, they bring energy, openness, and an eagerness to contribute. But they also want to feel valued and be supported. As such they need onboarding, mentorship, and moments of connection to help turn a job into a career.
It may take Heart time to truly fall in love with the profession, but a sense of belonging drives retention. Recognition, encouragement, and meaningful inclusion are just as vital as tools and templates. Without Heart, the profession risks becoming efficient but empty.
Bridging the Divide Between Head and Heart
The challenge, and opportunity, is to bring these perspectives together. The profession cannot grow through logic alone, nor thrive on passion without direction.
Leaders play a crucial role by advocating upwards while nurturing those coming in. It means listening deeply to both the frustrations and aspirations across levels of experience. We must build layered growth within our teams: foundational training and recognition for early-career professionals, alongside leadership development and strategic advocacy for those ready to step up.
Our profession deserves strategic investment through professional development, building communities of practice, and creating clear pathways for growth. That investment case is much stronger when we’re developing talent, and building a pipeline of skilled, committed professionals.
A United Future
We must create a culture where both Head and Heart are valued. Celebrate innovation and impact, but also praise curiosity, care, and contribution. Let the experienced lead with vision, while empowering the emerging to lead with enthusiasm. Innovation and inclusion aren’t opposites.
Because in proposals, as in life, sustainable progress is made when the experience of Head and the energy of Heart walk forward together.
Our thanks to Bid Solutions for inviting Nigel Dennis to contribute this article to the 22nd edition of Bidding Quarterly magazine. You can download the full Issue 22 – Catch-22 and the Bidding Paradox here.
