Building Leadership Buy-in

We all want impact. It is as fundamental to being human as our basic need for comfort and connection. When we’re feeling effective and seeing results, we’re high. Conversely, when our ability to effect change at work ebbs—as it does from time to time—we get restless and even question our fit, our purpose, and whether it’s all worth it.

To have professional impact and see our ideas take off, two essential conditions must exist:

1.       A quality idea

2.       Support from our leadership.

Often, the challenge isn’t hatching the idea. It’s getting it off the ground. Sometimes the greatest hurdle is right in front of us: our boss, our leadership. Our leaders, by definition, question goals and objectives—to approve the time and money to be invested in achieving them and, ultimately, to support or squash the transition from “I have an idea” to its reality.

The interesting part of this challenge is not that our bosses are out-of-touch and intent on defending the status quo as the stereotype might suggest. In fact, they’re often as eager to see positive changes as we are. The decisions on which problems to tackle first and how to solve them are what creates friction in our workplaces.

Because our bosses’ role is to cheer, guide, and control, you’ll need to get them onboard to bring your best ideas forward. Passive approval leading to an “okay, fine” from our bosses is not enough. You want—and ultimately need—more than that knowing that you’ll hit bumps along the way. Instead, you want a “Yes!” backed by enthusiasm that comes from a place of real buy-in.

Because we can’t be the sole developers and implementers of our ideas, convincing leadership to get onboard with our proposed ideas is the first step in making an impact and creating a career with a body of work that matters. Without their support, our good ideas and intentions may be stuffed down further on our “to do” lists, put off, or forgotten.

Many of us work under a broad assumption that if our idea is good enough, it’ll sell itself. Any plans we do make to build senior-level buy-in for that idea tend to be vague and optimistic in terms of the time and effort required to bring key leaders along. We’re then frustrated when fragile new initiatives are squashed or canceled because they lacked needed leadership support.

It is curious to me that we don’t typically treat building leadership buy-in as something that benefits from a defined process. Why not? My guess is that we have traditionally viewed buy-in as something highly specific to the individual leader and the relationship we have with that individual. In other words, the buy-in process is so unique and nuanced that any effort to document it wouldn’t apply to enough people in a broad range of environments and situations to be worth it. Under this view, our ability to convince our boss to follow us is dependent on undefinable, intangible variables, such as how much they like us personally, how much we have in common, how open minded they are as people, or what great sales people we might be.

In my experience and after talking with dozens of colleagues, clients, and leaders on this topic, I have found that we—as a workforce-- have much more common challenges when building leadership buy-in than previously thought. More good news is that most of us have leaders who are highly amenable to being approached—if we approach them in the right way—and who are engaged in finding fresh ideas and new solutions.

To effectively build understanding and gain buy-in to get our leaders to follow us, we have to start with the solution. This might feel a bit backwards because nearly every other workplace process—technology innovation, program development, or conceptual design for example—all start with understanding the problem and end with the solution. This leader followership process picks up precisely where those others leave off.

So, what do you need to do to achieve that seemingly elusive buy-in from your leaders? It turns out that a couple of concrete actions yield a much greater chance of success. Buy-in starts by glancing inward and evaluating your mindset and perspective. In Flock, Getting Leaders to Follow you can read more about how to toss out the generic process prescriptions and instead create an “ask” that focuses on the anticipated greater good. It is this approach that will yield true leadership support and ensure that your best ideas are more than just heard.

count me in, mapping performance metrics to build buy-in

You have an idea and a planned approach to take to your leadership and to start the journey toward buy-in and support. If your boss is a numbers person (and they all are, right?), metrics will be helpful in making your case. 

The metrics I’m referring to are different from the data you might use to demonstrate the problem or to create a sense of urgency. Performance measures are typically implemented near the end just before launch. The idea, of course, is to understand the results or impact the change has had on our desired goal. Articulating what these metrics might be can be a compelling way to demonstrate our understanding of the problem and how tuned in we are to solving it. Giving tangible examples might also help our leadership envision a future state and begin thinking how powerful that information would be.

Yet there are many challenges with creating meaningful metrics, collecting data, and interpreting the results.

• In the beginning, setting up metrics (or even imagining which might be most useful) can be a hurdle to overcome.
• Issues may surround the cost and time associated with collecting the right data, establishing a firm baseline, and figuring out a way to credibly tie back any results you observe to the idea or action you’re proposing to take.

To overcome these challenges, I created this guide  to map existing and develop new performance metrics that align to your organization’s strategic plan. You can also read more about building buy-in with metrics in my book, Flock: Getting Leaders to Follow. Hopefully, the examples will help jump-start your thinking on what might resonate with your leaders. 

knowing the limits creates freedom

This is desirable not to discourage you from stepping out of bounds. On the contrary, knowing the boundaries enables you to step out with intention which is much better and, ultimately more successful, then doing so accidentally or with sheer force.

When you have a great idea, you want to win over your leadership in a way that sparks their imagination and gets the wheels turning on “how to.” Anything short of that kind of deep, resounding support is risks wasting your time in the long run. But winning someone’s support isn’t easy. The sheer force of your personality—even coupled with strong relationships—won’t cut it.

Instead, you need a plan to ensure that your approach reflects your leadership’s interests and concerns—just to be heard—and then is logically structured around the purpose and function of the organization. Two components are essential to planning your approach:

1. knowing your boss and
2. knowing the boundaries, or the organizational “box.”

“Knowing your boss” involves gaining an understanding of your leadership’s strengths, weaknesses, and work style. Unfortunately, we most often have this information about ourselves and our subordinate staff. We don’t often have the conversation with our leadership about what their styles are. What you’re even less likely to have are any insights into the issues they are working on for themselves with their supervisors. Gaining more insight into what issues your boss or leadership are working on might be difficult, but it’s important to understand as much as you can about where they are in their professional journey. 

In addition to knowing your boss, you need to understand the “box” within which you’re working—what are the documented (and less formal) rules of engagement. This step includes understanding the limits by engaging leadership in sketching them out (if they’re unspoken or inferred). Once you know where the boundaries are, you will also better understand where your solution falls—inside or outside of those bounds. Understanding this upfront is critical for building buy-in for your idea. Shedding any self-imposed constraints and determining anything and everything you can do within your current power is also important to fully exploring the organizational box. 

To solve something in a new, innovative way, you first have to know what new is. Only then can you purposefully step off the prescribed path. One of the most compelling things you can do early on to build support is to demonstrate that you have the perspective, vision, and direction to at least get your idea started and implement whatever aspect of it you can in your own work. Your own adoption of the idea will go a long way in gaining buy-in from leadership.

three steps lead down a better path

So, you’ve hatched an idea. That’s great! Now what do you do with it?

The challenge now is figuring out how to share that idea in an interesting, intriguing, or compelling way and start the process of achieving buy-in. To start, you have to get ultra-clear on precisely what problem you’re solving, what the impact will be, who will need to be consulted, and whether it’s an idea even worthy of being said out loud to begin with.

To sort, shape, and validate the idea, ask yourself (or your team) the following questions:

1. Sort the idea by problem solved: What issue does this idea solve? What pain does it eliminate? Is it a total or partial solution? How do you know that this is a problem? Include the supporting the data, trend, or feedback that not only speaks to the existence of the problem but its magnitude.
2. Shape: To shape your idea, examine how known culture, attitudes, resources, spending sensitivities, and anything particularly polarizing should be considered. What about external conditions, such as the economy, public perception, customer/market surveys, industry trends and so on? Will they have an impact? Make adjustments or shape your solution to account for (or acknowledge) these factors.
3. Validate: Do you have a confidante or trusted adviser whom you can safely bounce ideas off of? Ideally, this is someone who isn’t directly affected by the proposed outcome but who has some understanding of the organization and purpose. Someone like this can be invaluable and, such these relationships really blossom when they’re reciprocal. Touch base with a trusted adviser to float your concept and get a gut reaction. Based on their feedback, decide if tweaks are needed, additional people should be pulled in, or if you’re good to go.

Disciplining yourself to take these three early steps for each idea you’re passionate about pursuing helps lay the foundation for success in the future.

this is your career

Available on Amazon!

This is your career. Whether you have your dream job or “just a job,” you owe it to yourself to bring your best ideas forward. If you’re doing work today in exchange for money, it all counts toward the body of work that is your experience, your contributions, your career.

Waiting to do your best work until a better role comes along is a lost opportunity regardless of whether you plan to stay in this line of work in the future.

Once you make the decision to fully participate in your career (and if you’re reading this, my guess is that you made that decision a long time ago), getting leadership buy-in and support for your ideas is essential. Not taking action because you can’t (or because you don’t want to try) to earn your boss’s buy-in is, ultimately, an excuse and one that completely impedes your ability to meaningfully contribute.

Don’t you owe it to yourself—and your ideas—to share them?

Today, I'm launching my first book, Flock: Getting Leaders to Follow. It's the why and how to gain leadership buy-in and support for your ideas so that you can have the kind of impact you want in your career.  Click here to download a copy and let me know what you think!

sticking with it

I overheard crumbs of a conversation between two people at Starbucks the other day. I was waiting in line. I wasn't trying to be nosy, really. They were within two feet of me. Living in and around DC, however, you never know what juicy bit you might hear so I didn't make any attempts to distract myself either.

Anyway, the gist of the conversation was one person pitching the other on creating a business partnership. The closing comment was, “Hey, this was great.  Thanks for your persistence on this.  I’m glad we finally got together.”  I suspect that all of the seated twosomes around the shop were having conversations that we’re basically the same at their core. Call it networking or catching up or getting-to-know-you or whatever, a lot of things start this way over a latte.

“Thanks for your persistence on this,” stuck with me. It’s not something you hear said out loud often but it struck me as a compliment. I can think of dozens of things I've bought or bought into and now love—products or services or experiences or job offers—that took someone more than one try to sell me. When approaching someone new with something new, we give up too easily. We all do. 

But what happens when we approach someone with whom we have an established relationship—our leadership or boss—with something new?

I scanned the recent experiences of friends and colleagues and, of course, my own that came to mind. I thought of my friend and neighbor who doggedly pursued recognition for a key client over about a five month period. In the end, her persistence paid off and she ensured that the client won an important industry award given out by her organization. I thought of a colleague with deep reservations about the risks in a prospective scope of work who pushed for a half dozen rounds edits with the account lead and client to get it to a place she felt more comfortable supporting the assignment. And I thought of a former boss and mentor who fearlessly (and like a charming goofball) works every room, everywhere she goes turning over stones looking for fresh opportunities.

After just this quick mental search, I decided that it’s impossible to know whether we’re more persistent with those we know than those we don’t. I suspect that we’re a little better when we know the mind of the recipient and have a much more open door to reach them. I also suspect that because we know them we filter the kinds of ideas we approach our leadership with in advance. We assume a “no” so we don’t even ask.

For those issues you have raised and ideas submitted...

• Where did they go?
• Are the concepts working way through a review and consideration process or are they lingering?
• How important is it?
• Is it worth following up (perhaps again?) today?

the two-step: gaining leadership buy-in at work

LOMO No. 13, Lisa Barbero

Most of us work within organizations where bosses tend to hang out. When we have ideas, one of the first hurdles often is getting our boss to agree—agree to let us expend our own work time, engage other staff, use corporate resources, buy something, sell something, or speak up and out on an important issue.

This connection to our leadership is such a fundamental part of the employment pact that it’s not explicitly written down anywhere. We all just “get” that if you want to do something outside of your specific, immediate job responsibilities at work, you’re going to need to ask.

This is as true for entry level staff as it is for the most senior executives. We all have someone who represents a gate we have to pass through to gain buy-into our vision. This approval gate creates tension. In some cases this is a really positive, creative tension. In other cases, unfortunately, it can be a disappointing, frustrating, murky mess.

There are communication strategies we can use to improve our chances of gaining buy-in from the beginning.

1. The start is finding common ground on what problem we’re trying to solve. Is there agreement that we have an issue? Is it solvable in their view? Is it important enough to rise above other priorities? If we’re already past this point, great. We can skip ahead to crafting the pitch describing the proposed solution.  If we’re unsure, our time is well-invested to describe the problem we see and make sure we hit multiple viewpoints—our staff, our client’s, other stakeholders, and lastly, our own. 
2. Next, our leadership has to agree that some significant portion of the solution we’re proposing might just work. The trick here is including a sufficient number of interesting, compelling hooks but resisting the urge to come bearing an entirely baked solution. One general thing about leaders—and you can probably relate to this yourself—is that they like to put their own stamp on things. Any solution that is completed researched and documented doesn't leave a lot of room for input. So an alternative is presenting the framework of our solution, demonstrating what you know and what you've researched, and leaving a couple of questions that create room for further engagement.

In the end, the goal is to get leadership support not just approval.  We want to see their whole head (and heart, if we’re lucky) invested in the outcome. We want them to change at an emotional, molecular level and support us with every brain cell. Anything short of that isn't full buy-in.