Communicate clearly and openly to your team. Use "SMART" framework to ensure that your initiative is well planned, achievable and aligned with your team goals and organisation's KPI

It's best to start with empathy and validation - they've been here before. Here them out and validate their perspective. You don't need to agree with them. After this share, okay, our corp has this initiative to meet. What ideas do you have to help make that happen?

Use the "they will do what I say" approach at your own risk. Involve your team in the process. And involve them early. Springing new initiatives on your engineering team will most likely lead to an uphill battle for buy-in. Share the objectives and reasons behind the initiative and make sure your team is set up for success by offering guidance and support.

To successfully introduce new initiatives to an Engineering Team, one needs to understand that many engineers are introverts who need time to process information. Engineeers need to understand ‘why’ (basis) for the new initiatives and ‘how’ will the initiatives improve their work lives. If a new initiative does not or just marginally improve their work lives, it is really critical that we explain to them ‘why’ and ‘how’s the initiatives will improve our collective lives. Finally, give the Team of Engineers an opportunity to define risks emanating from introduction of new initiatives and time to have a ‘dialogue’, and not just a conversation, about the ways to manage the risks. Respect is critical for success!

Securing buy-in on any new initiative requires clear communication of ideas and involvement. Start with "explaining the why" behind the initiative—how it aligns with the team’s goals and adds value. Invite their input early to "make them feel part of the process" and address concerns transparently. Demonstrate how the initiative benefits both the team and the organization, you can "create a sense of shared ownership" that drives commitment.