Organization buy-in is listed as #4 on my top ten list, however maybe it should be Number 1. There are so many negatives associated with change an organization doesn’t believe or sign up to we could write a book on the topic.
How many times do you hear these problems about “so and so’s project” in the locker room, the water cooler, the break room. It’s very sad, and despite what management might think about “gossip” in the workplace, this is the release mechanism for many organizations to keep that keeps staff sane.
Getting the buy-in is not really about buy-in … it’s about believing in the project and the project having credibility. Once you have understanding and belief in the project, then more will follow enthusiastically. While we can see natural resistance to any change is maybe the first reaction, there is also pent up frustration in an organization about things being done inefficiently or poorly, particularly if that affects the person involved. If your project address those issues, expect support from the troops.
If the outcome of a project is going to impact staff members generally positively, more buy-in is likely, if you are going to lay them all off, don’t expect a lot of co-operation.
Here is my list of dos and don’ts for getting staff support:
- Describe in detail the personal benefits of the project in terms of work patterns and impact
- Promotional opportunities
- Improved job satisfaction
- Removal of boring or repetitive tasks
- Additional skills
- Increased pay
- If job responsibilities are going to change as a result spell them out. Both positives and negatives
- Don’t avoid the tough issues that impact staff. Take them head on, otherwise you will be dealing with the rumors associated with them
- Where retraining will be involved, explain the process and who will be impacted
