>In organization change I always avoid the term buy in
. You may hear the term in some variation of the following: now we need to get [insert stakeholder here] to buy in.
I have never been comfortable asking anyone to ‘buy in’ to a strategic plan, a new product launch, or an organization change. ‘Buy in’ sounds too much like slippery salesman’s jargon. I don’t need the person to “buy in” and then feel they were sold something bogus. I don’t need surprises and a revised sell job.
Don’t ask people to “buy in” to something. Instead invite them in to what is happening. Draw them in. Communicate with them. Share with all that are impacted the difficulty ahead. Ask them for their view, ask them how they see their role.
I prefer a stakeholder who understands their role in the change, they are the ones who provide commitment and motivation. Seek their dedication. It is far easier to invite them, then to sell them. It takes far less effort to communicate from the start than to keep information and risk the entire change from a passive or active revolt. Some people may never “buy in”, that’s OK.
Stop trying to sell them something.
Try helping them understand and commit and you are responsible to keep them motivated. You need your stakeholders to succeed. These are the people that will rally others, that will infect the people on the fence or that are unsure. These motivated, committed stakeholders will energize the rest.
In today’s world change is constant, try to treat your stakeholders as motivated, interested colleagues. Not some low-interest, finance customer.
