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Your Business Plan – The secret of getting “Buy-In”
By Andrew Smith | March 17, 2008
Three simple steps that will multiply your chances of success
If you are planning anything that’s worthwhile, it is almost certain that you will need the co-operation of others to succeed. The starting point of gaining this co-operation is getting “buy-in” from other participants or stakeholders.
Involvement, involvement and involvement. What this means is that whenever possible or practical, seek out the comments and opinions of key people who may be able to help you. Get them involved. Get them engaged. Even if you believe you know all the answers, their contribution may be invaluable.
Consider also having appropriate conversations with people who may appose you. If you understand where everyone stands, your planning can be much more effective.
Getting buy-in by involvement
Here are some how-to suggestions to help you secure buy-in for each of these three stages.
Buy-in for the vision. You will have (or should have), a good understanding of what you are seeking to achieve. In other words, you have a vision.
How about engaging some key people in a conversation that starts something like this:“Gillian, I’ve been developing some goals and expectations for the new product development that I have been put in charge of. Could I give you a brief overview of what I have come up with, and then get some feedback and suggestions from you?”
When you are comfortable that you have a vision that others can relate to, and are likely to support, you can focus on the next phase, strategy buy-in.
Buy-in for your strategy.The conversation approach for strategy buy-in, can be similar to the vision discussion. Here’s an example for a not-for-profit organisation:
“Hi Mark, a while back you were kind enough to listen and contribute to my task of creating a vision for our sports club’s future development. I’m now immersed in formulating the strategy that will be needed to translate this vision into practical reality. Would you be good enough to take a look at what I have come up with so far and tell me if it makes sense to you?”
Implementation buy-in. For many projects or business initiatives, this may be the most critical buy-in requirement. It’s where the rubber meets the road.
So for this last and very critical stage, I suggest you have a two-pronged approach.
Firstly, build relationships. Very early in the project, you should identify the people who will likely be involved in the implementation phase. Some may be in your organisation; others may be outsiders – like suppliers or advisors etc. Build relationships with these people. Get to know them. Put your wants and ego aside and get to know what makes these people ‘tick’. What are their interests and aspirations? What turns them on, and what turns them off?
Secondly, decide how you can best work “with” each of your key implementation people, in a way that will make them feel a part of the achievement process. Be generous with your appreciation, and careful with criticism.
Summary: It’s important that we remember that what we can achieve by ourselves is limited. However, if you can involve and engage the services, talents and resources of others, your scope is magnified.
Andrew Smith
Topics: Business Plan Tips & Ideas | No Comments »