For Communications Leaders, Stakeholder Buy-In Is Critical. Three Signs You’re on the Right Track.
What matters: Stakeholder buy-in is fundamental in a successful communications plan—whether internal or external—not simply because it signifies a “job well done,” but perhaps more importantly, because it has larger and more impactful implications on the greater organization.
Stakeholders should be brought in early and often, and people need to feel ownership in the process in order for them to be excited about it. Often easier said than done.
Buy-in. This is a lofty goal for most communications leaders. The pinnacle of any strong message or program. When asked what communication success looks like, most stakeholders will answer, “Buy-in throughout the organization.” But what exactly does that mean? Handshake agreements over rounds of golf? Upscale dinners including not-so-subtle exchanges of support? This may feel a little old school—well, it is. But for decades, this is how many decisions were made and how a lot of work got done. However, in our remote realities, hybrid environments, and online, virtual worlds, traditional methods no longer cut it. Today, a high-performing and trusted regional manager might be just as equipped as your CEO to have mass influence.
If you’re wondering whether or not you have true stakeholder buy-in, consider these three signs that you’re on the right track:
YOU’RE GETTING A LOT OF FEEDBACK.
We’ve all experienced these meetings: you’ve pulled out all the stops to make sure the right folks are at the table. You’ve dedicated hours to a beautifully designed presentation. You nail the delivery, and you’re met with head nods all around. Great, right? This should feel like a win but, somehow, you’re left feeling a bit deflated. It’s possible that you’re still missing true engagement.
If you check the box and move forward at this stage, you run the risk of never gaining any traction. If your stakeholders go radio silent, that’s a sign that they aren’t engaged. So, what does true buy-in look like at this stage? High up on the list: probing questions, dialogue and maybe even some pushback. Make the time now for those one-on-one conversations, tweaks, and negotiations. It’ll be worth it in the long run.
THERE’S BUZZ.
If, suddenly, your stakeholders are organically finding ways to integrate your platform into their own priorities, chances are they’re on board. When an idea truly resonates, it starts to naturally fit in ways you may not have originally imagined. There’s nothing better than the moment you realize that your work is starting to grow legs throughout the organization, organically. Now is a crucial time to lean into your employee engagement strategy. In fact, for organizational leaders, your employees are just as important as your stakeholders when it comes to achieving true buy-in. And making sure your message sticks with that core part of your organization is critical.
STAKEHOLDERS ARE CLAIMING YOUR MESSAGE AS THEIR OWN.
Finally, true buy-in exists as a result of collaboration. This may seem obvious, but it’s often overlooked. Stakeholders should be brought in early and often, and people need to feel ownership in the process in order for them to be excited about it. Often easier said than done.
This may mean that your original idea or message evolves or even takes on a whole new form along the way. But fear not, and don’t let your ego get the best of you. It’s important to be open and willing to flex in order to serve the broader needs of the organization and create real impact. Otherwise, you’ll be left with your pride and the seed of an idea that never saw the light of day.
Most of all, stakeholder buy-in is fundamental in a successful communications plan—whether internal or external—not simply because it signifies a “job well done,” but perhaps more importantly, because it has larger and more impactful implications on the greater organization, such as fostering a sense of trust and creating employee engagement. And when this happens, the organization, its customers—and employees—are poised for growth.
Jenny Garner is Head of Employee Experience at Salient Global.