How To Get Buy-In for Your Ideas: Top Strategies and Tips
Earning acceptance and support for your ideas at work is an essential skill in business. If you want to understand how to ensure this kind of support, or buy-in, for your projects, it's important to learn a few top strategies. In this article, we explain what buy-in is, how to get it at work and tips for getting others' buy-in.
What is getting buy-in?
Getting buy-in is encouraging others to support your vision of something. Organizational leaders and middle-level managers often influence each other, shareholders and employees to support their ideas. For example, executives may require shareholders to buy into a business investment, while middle managers may need employees to buy into a vision of the company to reduce inefficiencies. Getting buy-in from others can be important when:
Introducing significant organizational changes
Enabling team members to know their individual contribution
Allowing team members to know the processes and not just the result
Making employees feel they are a valuable part of the organization
Getting buy-in does not mean 100% agreement with your vision but having the support of your team even if they don't wholly agree with you. Leaders need to know how to get buy-in from their followers to increase support for their vision and achieve organizational success.
How to get buy-in
Here are some steps you can follow to get buy-in from others for your ideas:
1. Formulate a clear vision
The initial step in getting buy-in is to develop a clear vision of what you want to introduce. Having a clear vision can show others you believe it's a good idea. Formulating a vision entails:
Defining the problem
Providing concrete examples of the solution
Backing up your solution with solid reasoning
Providing data and metrics to support your solution
Conveying the risks in your plan
2. Invite others' ideas
This step entails inviting your audience to improve your idea through criticism and opinions. Getting buy-in may involve some component of co-creation, which can help secure commitment, energize your audience and provide direction. Inviting other people's ideas also may make them feel part of the process and may be more likely to support your viewpoint. You can do this by:
Giving the audience time to understand the vision
Answering as many questions as possible
Acknowledging criticism and using it to further explain your plan
Showing a genuine interest in others' opinions
Asking the right questions to get the information you need
You may need to have different methods of capturing feedback such as questionnaires, focus group discussions and surveys. Making the process anonymous might also elicit meaningful feedback.
3. Leverage feedback
Use the team's feedback to improve the original idea. People may be more likely to commit to action if they feel their ideas are part of the plan. Not all feedback may become part of the plan, but it is vital to acknowledge everyone who contributed by saying "our plan." The way you communicate can help show others that the vision is not from an individual, but is the product of a team effort.
4. Communicate progress
To make people continue to be part of the vision, keep them updated about the progress. If there are milestones achieved, you can communicate them to the team to help motivate them. There could be some concerns or resistance, but you can collaborate with them to address these emerging issues. A good starting point might be to ask the team what you can do to make them comfortable with the plan or process.
Tips for getting buy-in
Here are some tips to help you get buy-in for your ideas:
Tailor your pitch to your audience
Organize pre-meetings with key players to pitch your vision in advance. A good pitch can answer the “why” of your vision, such as why taking action is necessary. Pitching the idea to key players can also allow you to familiarize yourself with the audience's goals, motivations and values. Addressing the concern of key influencers may give you an easier time winning the support of others.
Create an image of change
Create an image of the benefits of change and show your audience why taking action is necessary. You can do this through a scenario planning framework. Drawing the best-case scenario, worst-case scenario and realistic scenario can allow your team to react and buy into your vision. You may also use case studies to help your audience visualize what you are working to achieve.
Show the benefits of your plan
Showing how the plan is going to help the organization can allow your team to make mental calculations of whether the idea is worth buying into. Sometimes, the perceived loss of current benefits can make some people slow to accept change. If you show them the positives of the change, they may be more likely to be accepting of your plan.
Lead your team by example
It can be easier to get buy-in from a team if you lead by example. If an idea requires changes of staff, first make the changes yourself to show team members you are prepared to do what you're asking them to do. This can give them an idea of what you're asking of them as well as encourage them to trust you.
Be prepared to compromise
Sometimes an original idea isn't quite workable for a company or organization and may need some change to move forward. Be prepared to accept a compromise if your audience doesn't agree with your entire vision or even part of it. You may need to work with others to find a workable solution that still fulfills your desired goals.
Leverage the power of repetition
Getting buy-in is a process that may require repeating your message regularly in different forums and in various ways. For example, you can send emails to your team members and also have your idea on an agenda for an in-office meeting.
Work on your message framing
How you package your message can also determine how much your team buys into your idea. A vision's place on an organization's priority list may depend on how you frame the plan. If people see how it can fit into the organization's bigger plan, they may be more likely to support your idea. For example, you might mention how the plan can support the company's overall strategic plan or may make the business more competitive.
Regulate and be aware of emotions
Getting buy-in is an interpersonal activity, often with high stakes involved. Selling your vision is likely to stir emotions such as passion and anger, which, if appropriately directed, may improve your chances of securing a commitment from others. To be successful in getting buy-in, you can pay attention to your audience's emotions while also maintaining your own emotions.
Understand audience motivation
If you understand what motivates your audience, you may be more likely to get buy-in from them. You can learn their motivations from their previously expressed ideas and then you can intertwine your vision with their motivations for a better chance at gaining their support.
Master the art of timing
Finding the right time to raise your ideas can be critical in securing buy-in. Successful idea sellers are often sensitive to their audience's predispositions and surrounding circumstances. The best influencers may be open to postponing an idea to a later date if current circumstances do not favor buy-in. It is also vital to keep in mind that if a deadline is imminent, selling a vision might be less effective than proposing an open-ended inquiry.
Adhere to organizational norms
Understanding your organizational norms can help you know how best to sell your vision. Some people prefer formal approaches while others are more likely to be swayed by casual, off-the-record conversations. Other norms to take notice of include whether data can sway your audience to decide.
Use a combination of tactics
Using a single tactic to sway a mixed audience might not be overly successful. You can combine different tactics to increase your chances of getting buy-in for your vision.