Steve is the cofounder and CEO of Awardco, a fast-growing rewards and recognition company.
The support and backing of leadership is integral to any initiative’s success. And buy-in doesn’t just mean giving a passive thumbs up—it means leaders fully understand and proactively get behind the new project, ensuring it reaches its maximum potential.
Contrary to popular belief, getting this type of leadership buy-in isn’t impossible. The key is to present the right information in the right way.
The following five strategies will go over how to do this in order to craft a convincing case for your initiative and make it more appealing to a leadership team.
1. Set goals and define an end result.
The first stage of any good initiative presentation is defining what its goals are. What are the objectives and the desired end result of the new program? What will change or improve as a result of implementing the initiative, and how will those improvements happen?
Similarly, try to gather evidence that shows the challenge the initiative will solve and provide information on how it will solve it. Conveying clear information on why the new initiative is needed and how it will be a solution can instantly increase leadership interest.
Finally, think of goals that will include each member of the leadership team. With a plan that includes how each leader contributes to the initiative’s success, they will often feel more invested.
Creating this foundation of clear goals can ensure that the initiative is aimed at something the company needs to improve. Plus, leaders will see that proper consideration, planning and preparation went into the initiative, which can make them more open.
2. Assemble a team of champions.
Trying to gather all of the data and present all of the facts to leadership alone is going to be difficult—not to mention that when leadership only hears one person’s perspective, they may be less likely to buy in.
Instead, communicate the initiative and its goals to other team leaders and influential employees. Find people who are just as passionate about the idea as you are and recruit them to the project. Give them different tasks, such as gathering data or assisting with the presentation, to maximize everyone’s time. Ask these people questions such as:
• How will this project help you in your team or workload?
• What goals do you have for this project?
• What changes would you suggest to the current plan?
• What is the most effective way to present this project?
Getting other perspectives, opinions and data is crucial to showing leadership why the initiative will be impactful.
3. Create an internal product proposal.
A project proposal is the culmination of everything you’ve done so far. It should include information such as:
• Background on why the initiative exists (existing problem, desired solution)
• Desired results and goals for the initiative
• Benefits of implementing the initiative
• Explanation of the project’s execution method
• Description of any new responsibilities
• Expected schedule and timeline
• Requested resources, such as budget, tools or time
When gathering this information and building out your proposal, remember to keep your audience in mind. Leadership has a lot on their plates, so you must speak to their priorities. Remember, your team of champions can and should help refine your proposal.
4. Emphasize the ROI.
The ROI of the initiative needs to be the bedrock of any presentation to leadership. Leaders need to clearly understand why they should invest their resources into a new project.
As an example, consider implementing an employee recognition software. It’s not enough to say that employee recognition makes employees happier at work. While that’s a nice benefit, it doesn’t give leaders a concrete idea of the returns they can expect.
Instead, provide information like this:
• Employees are 4X more engaged when they feel appreciated at work.
• Employees are 3X more loyal when the company prioritizes recognition.
• Productivity and performance go up by 14% when employees are regularly recognized.
With this information, leaders know that a new recognition program can increase engagement, retention, productivity and performance. With this information in mind, they’ll be much more likely to support the project and increase the chances of seeing these returns.
5. Keep an open mind.
Even after all of this preparation, leaders will almost certainly have questions, advice or even concerns and reservations. Understand this from the get-go and be open to their feedback to avoid frustration or defensiveness.
Leaders have a unique perspective, so when they bring up questions or concerns, their input will most likely strengthen the project, not undermine it. Be open to negotiating or adjusting the project as needed—getting leadership fully onboard is much more important than keeping the initiative unchanged.
Leadership Buy-In = Successful Projects
The best initiatives are created when leaders believe in and support them with no reservations. Obtaining that kind of leadership buy-in may seem intimidating, but it doesn’t have to be.
With these five strategies in mind, preparing and presenting effective initiatives that speak leadership’s language can be easier than ever.
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