People are regularly frustrated when they want to move forward with a new or enhanced service, a project, a different way of doing something but the people they need buy-in from don’t buy in – or even seem to grasp anything positive about the “new” thing. Never forget that the BEST new idea, service or project is still “new”, and new equates to change, and there are many many people who don’t welcome change when it has ANY impact on them. (People don’t seem to mind “new” or “change” when it impacts others, just when it impacts them.) People also seem to think that it’s management or the Board who is most difficult to gain buy-in from, but it is just as difficult, if not moreso, to gain buy-in from colleagues and clients if they haven’t been included from the early stages.
We should approach engaging people in new services or new ways of doing things as “buy-with” rather than “buy-in”; the whole concept of “buy-in” means that they’ve been “out” of the loop on this concept. The earlier collaboration and communication starts about an idea, the better the buy proceeds.
Sam Harrison’s “IdeaSelling: Successfully Pitch Your Creative Ideas to Bosses, Clients and Other Decision Makers” may be about pitching ideas to management, but his suggestions work well with anyone whose support and involvement is required to move an initiative or a service forward:
1. Involve them early — people don’t like to derail something they’ve helped create; whether it’s management or co-workers, start testing the idea or concept early on…..you’ll define where the barriers or misconceptions are going to be and can address them as you build.
2. If you are presenting to a group, don’t give them handouts….you lose their attention as they shuffle around through the handouts, read ahead, get stuck on words, etc. Have handouts as a backup, and leave them with the handouts if you choose, but don’t give them handouts prior to or during your presentation. Jane and I learned this early on – the hard way!
3. Use a story to describe the concept, using a scenario with which they are familiar.
4. Once you’ve got their interest – or approval – stop talking! I couldn’t agree more! We’ve watched, with slight horror, as someone has gained the go-ahead and then kept talking to the point where management became jittery and changed their mind. AH! In fact, Harrison says “stand tall, talk short” meaning be clear and concise. People have short attention spans.
5. “Pause before you start.” If you use only one piece of his advice, use this one. People who speak well know the importance of that brief pause before you begin speaking. Look at the people you are about to communicate with – yep, look at their eyes, breath and then begin. It only takes about 5 seconds, but people actually pay more attention — they are now waiting for your to speak, and are much more likely to listen.
6. Which means that your opening line is critical — yes, even for co-workers. Tell them, from the beginning what you want “I really want your reaction” — “We’re here for your approval” and then get to your story, from their perspective, as quickly as possible. Not speaking quickly – just getting to the point.
I learned years ago from a colleague that an idea is just an idea until people work together to transform it into a concept – a pilot – a service – a process. We want them to buy this idea “with” us and it all starts with a conversation.