Subscriber Exclusive

Buy-In Sucks: Here’s Why

You know the mantra in the upper management wing of most organizations: “Let’s get everyone to buy-in, and then we’ll be successful…” And then, a few weeks or months later, the change doesn’t stick, and people wonder what went wrong.

Please sign in or subscribe to access this content

Register to IT Pack

No ads, No sales pitches, No vendors allowed in this private online community for IT Professionals. Join the IT Pack to gain access to content from fellow IT Leaders, CIO's, and more.

Register

3 Comments

Go to the profile of Gary Hassenstab
Gary Hassenstab 18 days ago

First of all, this was an enjoyable read!  And, spot on.   Prosci's ADKAR model is good for forcing you to look beyond "head nods" to understand the level of commitment a change effort really has in place. Of course, the stickler is that it means leaders will have to deal with those gooey and icky emotions that the real people have, and we prefer to ignore because we cannot dictate what they should be. 

Go to the profile of Bob Tipton
Bob Tipton 17 days ago

Thanks, Gary -- I'm glad you enjoyed the article and found value in it! And -- yep... Change would be SO much easier if we didn't have to deal with those messy things called people. <grin>

Go to the profile of Dave Robinson
Dave Robinson 16 days ago

Good article Bob!  And I will agree that getting buy-in and momentum can be a tough job.  One needs to learn to recognize when opportunity to drive a program comes knocking.   You may not be ready but its best to take advantage when you can.  A lot like taking advantage of a nice day in Winter in order to do something outside that needed attention.   There are all kinds of opportunities that can drive your programs.  Things such as major news events, an executive’s discussion with another peer, or the latest headline in Forbes or Wall Street Journal.   Or maybe just a good old pitch on business value.   And like waiting for a nice day, sometimes the timing you wanted is not the timing you get.  So adjust and take advantage of anything that can help you drive a current or new initiative.   This is a skill that many successful CIO have learned to master.