When doubt clouds your brand positioning, it's essential to present a strong, data-driven case to build stakeholder confidence. Here’s how to do it effectively: Highlight Past Successes: Share case studies or examples of similar strategies that have delivered successful results to reinforce credibility. Quantify Potential Impact: Present forecasts and metrics that clearly outline the expected benefits and ROI of your proposed strategy. Incorporate Feedback: Show that you’re listening by integrating stakeholder input, which demonstrates collaboration and commitment to shared goals.

Most often, skepticism may be addressed with data and small tests to back the strength of the strategy. Go deeper. Understand the root of the skepticism and listen. In some cases skepticism is emotional and exists out of fear for change and the unknown outcomes. Shifting from a POV of understanding what is the driving the emotion response can help before addressing the solution and presenting research to back the case. Start slow. Show how it can work. And agree on what the potential outcomes can be; including risks and rewards.

To convince stakeholders of your brand positioning strategy: 1. Show data: Present market research and consumer insights supporting your strategy. 2. Customer alignment: Highlight how your positioning meets customer needs. 3. Differentiate: Emphasize what makes your brand unique from competitors. 4. Results: Share early successes or metrics that validate the strategy. 5. Adaptability: Assure flexibility to adjust the strategy based on feedback and performance.

In my experience, if there is skepticism around your strategy, it’s not the entire strategy, it’s something specific and you need to find out where the concern actually lies. Everyone says data, market research, customer voices, etc, but that should have already been presented to the client. You can’t identify the opportunity and build the strategy without it. Making sure that the client understands and agrees with the strategy brief is essential. So it is more likely that the client is concerned about a smaller component rather than the entire strategy. Identify where the concern lies and work on resolving that, rather than defending your whole strategy. That can only cause more loss of confidence from the client.

From my experience in brand strategy and communications, skepticism is often rooted in the fear of change or uncertainty about outcomes. It’s crucial to recognize the emotional aspect driving that doubt. I’ve found that addressing these concerns early on, before diving into data and solutions, can shift the conversation. Start by understanding what’s behind the skepticism. Then, use a phased approach—small tests, measurable wins, and transparent discussions around both risks and rewards. This not only builds trust but also shows stakeholders that you’re prepared for real-world outcomes, not just the ideal scenario. Ultimately, this approach turns skepticism into collaboration, transforming initial hesitation into long-term endorsement.