How do you get buy-in for your strategic decisions?

My concern around this mindset is that often leaders are perceived with developing strategy and then needing to elicit buy in. However, ongoing relationship building and preparation are fundamental to gaining ongoing buy in. A well prepared strategy, with an understanding of objections, and appropriate response, demonstrate sufficient care and attention to the wider stakeholders. Fostering psychological safety and transparent leadership skills as an ongoing practice, encourages safe and fair dialogue, so that even in the event of someone disagreeing with the proposed strategy, they know they trust you and you have made a considered decision as the leader.

The best and most productive way is: INCLUSION 1. Never underestimate the power of relationship building with key stakeholders who will be affected by the decisions being made. 2. Make all stakeholders involved apart of the decision making process. Include everyone (yes even the bottom line), give them an opportunity to have a voice. Showing that you care & value their thoughts and input builds trust. 3. Remember, true leadership rests in authentic servitude. Employees will most likely fall in line with changes when the know you have their best interest in mind. Strategic decisions should be made collaboratively, this is the key to gaining successful buy-in early on. It truly fosters a culture of inclusion, retention & sustainability.

A great CEO will set a vision collaboratively with a leadership team. Then individuals need to make strategic decisions to achieve the company vision. The process of making a strategic decision requires data, analysis, discussion and review. Reviewing and collaborating with stakeholders is essential - these are often peers, board members and often your customers are stakeholders.

From my personal experience, it’s the alignment of incentives. When you address the upcoming change, or course-changing decision, you have to be carefully aware of the incentives for all members of the company and how to speak to those incentives in the context of this change. If done correctly, this drives long term success.

I have found that explaining the "why" behind the objective and involving others in the process are crucial to gaining buy-in and support from your cross-functional stakeholders. For example, when I launched the North America Customer Education program at Tesla, there was some initial resistance. Centralizing the program provided many benefits, but some had trepidations about the change. I met with multiple teams across North America and listened to their concerns, and quickly realized we all wanted the same thing: to support and help educate customers about their new vehicles. Framing the initiative in the context of the why of "providing entertaining and useful information to customers" contributed to the program's success.

When explaining the necessity of your decisions, it is imperative to communicate the benefits they will bring. By highlighting potential positive outcomes, stakeholders can see the potential value in supporting your proposals. By aligning your decisions with the organization's mission, values, and goals, you establish a connection that portrays a sense of unity and shared purpose. To support your decisions, providing evidence and data is essential. This substantiates your claims and gives stakeholders tangible reasons to support your strategy.

Involving stakeholders isn't a symbolic gesture—it's good strategy. Treating and viewing it with the lense of project management, where each piece of information contributes to the project's overall understanding, involving stakeholders at the right junctures significantly shapes the strategic path. Providing precise updates and well-structured collaborative practices at crucial project phases maintains transparency, ensures everyone is aligned, and allows for necessary adjustments. This form not only propels your current strategy but acts as a catalyst, fostering trust and confidence that extends to your future strategic endeavors.

Your attitude and consistency is paramount to your credibility - and credibility is your currency in an organisation. A good CEO understands that every interaction, proactive and reactive reverberates through the business and sets the tone for the overall commitment to the decisions. The work never stops to build trust, commitment and confidence - it just evolves.

🚀 Follow-up, Follow-up, Follow-up! 🚀 How many times have I seen some brilliant ideas and the enthusiastic start of projects? 🌟 But as time goes by, the person in charge may leave the company, or things get stuck with one individual. 🤦♂️ So here's my tip: always have a checklist paired with the person in charge. 📋 And have someone (like an intern) exclusively responsible for gently nudging everyone to update that checklist. 🤝 At the end of the day, we're all focused on completing the task, not relying on any one person. 🙌 It becomes much less personal and emotional during work. 💼 Let's keep those projects moving forward! 📈💪 #Productivity #Teamwork #Efficiency

Communication is the key. As a software engineering leader, it's important for me to emphasize my communication with the stakeholders when seeking buy-in for strategic decisions. I engage stakeholders by highlighting how the decision benefits them, actively address their concerns, and involve them early in the decision-making process. By listening to their feedback and fostering collaboration, I build trust and secure support for my strategic initiatives.