How to Get Buy-in from Non-management Stakeholders

The business case that management uses to justify a project might not motivate non-management stakeholders to buy into the project’s outcomes (think new technology, new ways of working, possible job cuts). To get unenthusiastic stakeholders on board, try designing motivators for these stakeholders into the project (if possible).

• Efficiencies WITH growth opportunities. Saving time and money are common project justifications, but they could turn off non-management stakeholders, particularly if a project outcome puts the stakeholder’s job at risk. When a project is launched to increase business efficiency, look for opportunities that the project offers for these stakeholders to increase their value to the business. For example, changing what their current role offers or moving to a different, more impactful role in the business. The lesson here is not to stop at pitching the business benefits. Go further to develop and share plans with stakeholders so they can appreciate the personal outcomes they can realize.

Here’s a real-life example: A project is launched to implement a new computer system that would eliminate 6 positions. The sponsors say they will create a program to educate and shift the 6 people affected. Those people oppose the project, and others support them because the proposed retraining program isn’t part of the project. Without a commitment for the retraining program, people are going to be wary. So, if the retraining program is genuine, include it in the initial project. That way, you can get buy-in from the affected people and their supporters.

• Helping customers more. Many people base their work satisfaction on their ability to help others. Whether working with internal or external customers, a sense of purpose providing for customers is motivational. Soliciting ways in which stakeholders can better support customers and then demonstrating how a project will produce those improvements is a guaranteed way to generate stakeholder buy-in.
• Employee satisfaction and retention. In a competitive marketplace, keeping talent is almost priceless. Projects that create a work environment appealing to employees will trigger extraordinary buy-in, such as implementing systems that support working remotely, expanding benefits or processes that make benefits more flexible, like expanding retirement plan options or enhancing education opportunities.
• Continued market viability. Job security means people are comfortable with their work environment and feel recognized through compensation and acknowledgment of their contributions. However, job security also depends on employee’s confidence in the organization’s future. If they suspect that the company might go out of business, be acquired by a predatory competitor, or retract from poor sales, job security will quickly diminish. Because of that, stakeholders welcome projects that they see as strengthening the company’s market position.?

I remember a meeting in a project I managed where the developers visibly tuned out as the executives tried to boost their morale by talking about how the project’s success would bring in more projects. I could see the thought bubbles over their heads, “Oh, great, more projects, more deadlines, more late nights and weekends away from my family.” When the executives wrapped up, I asked if I could add something. I talked about the new technologies we would be able to learn, how we would have the resources to streamline our efforts, and how we would be able to deliver projects without extraordinary personal sacrifice. The developers perked up thinking about opportunities they hadn’t thought of. Bottom line: executives aren’t likely to think about these types of motivation, but you, as the project manager, can improve buy-in by identifying and promoting stakeholder-centric benefits.???

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