Gaining Buy-In for Procedures

Last week we discussed how to ensure procedures are used. Along with communication, training and auditing, we brought up the concept of buy-in. We thought the topic of buy-in deserved further discussion. So, what is buy-in?

Get People to Believe

What do we mean by buy-in? Basically, buy-in is getting people to believe. In the context of procedures, buy-in is getting people to believe that having, following, and maintaining procedures is good and important for the organization as well as for their department and them individually.

If they believe the procedure is necessary and helpful, as opposed to just another pointless and burdensome exercise in bureaucratic futility, then the odds of them accepting the procedure as part of their work life will be exponentially enhanced.

As noted in the previous essay, clear communication and training are part of gaining acceptance. Too often documents like procedures fall from the sky with little explanation, and then organizational leaders wonder about the lack of awareness or commitment to following procedures.

We know that explaining why the procedure is necessary is one part of gaining acceptance. Getting buy-in is a key facet of communication about the procedure.

The Formula for Gaining Buy-In

As mentioned above, buy-in is about getting people to believe. Another way to think of buy-in, however, is gaining their understanding, commitment, and action is support of a goal. Dictating actions may work in the short term, but it will rarely result in long term change. As soon as the attention or spotlight is elsewhere, they will return to their old ways of doing things. Long term change happens when people believe in it.

There is a basic formula that can at least be a starting point for gaining buy-in:

Dissatisfaction + Vision + First Steps > Resistance to Change

When you overcome resistance to change, then you have conquered a very big obstacle - they are willing to embrace something different, and that goes against the nature of most us.

Identifying Dissatisfaction Takes Effort

We have mentioned the importance of explaining why procedures are needed. One element of that should be how the procedure is going to help solve some of their problems. For example, with a documented process there should be less doubt and confusion. A clear, defined path is written down for them. Finding and using dissatisfaction, however, is very situational. You have to put in the effort of talking, and especially listening, to people in order to understand what they are dissatisfied about. Then you have figure out the role of a procedure in resolving it.

The Importance of Vision

One reason we fear change is that it means the future is less certain. Uncertainty leads to stress and confusion. What we are currently doing is familiar and comfortable. Changes take these comforting elements away. Expressing a clear vision of a positive future is an important element of buy-in.

A vision of a positive future must include a positive future for everyone. For example, streamlining a process in a way that leads to cuts in staff is not expressing a positive future for those potentially facing pink slips. Express a positive vision for only a select few and your effort to gain buy-in will certainly fail. A vision, however, of a growing, successful organization that is inclusive and provides opportunities for advancement is another story.

 Okay…But What Am I Supposed to Do?

A vision without first steps usually leads to frustration. Talking about a glorious future without any concrete details of what you want them to do can leave people bewildered and anxious. On the other hand, laying out lengthy, detailed plans for the long term can be overwhelming, so they end up doing nothing. The idea is to tell them what they need to do today, tomorrow, and next week without confusing them with too many details about next year or five years from now. They need to know some concrete first steps they should take.

Conversely, first steps without a clear vision usually leads to false starts and flavor of the months programs that end up leaving the staff discouraged and wary of change.

Explaining why is important, but just as important is getting them to believe your explanation. That is why buy-in is so important.

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Posted on Friday, September 12th, 2008 under Writing Policies and Procedures