Can you stand another book or speech or memo about getting employees' buy-in? If employees bought into everything leaders asked them to support, their 'motivation charge cards' would have been maxed out long ago. Here are a few ideas and tips on generating real buy-in for your vision, initiative or project:

So what's the hub-bub about buy-in?

Active and passive buy-in: what's the difference?

Practical steps for gaining real buy-in

The buy-in conundrum

Buy-in is a great term to use when describing the act of getting active support from the people whose collaboration you rely upon. Thanks to overuse, though, the term buy-in often generates cynicism from employees who have been change-managed and down-sized to death.

So how can we use the term, implement the techniques and reap the rewards in a way that's real and honest? Let's first review what buy-in is, and what it isn't.

Orators in ancient Greece, politicians (from any era) and organizational leaders have all tried to get buy-in from a particular audience. At its core, buy-in is one of the most important elements of communication, and is thus an effective tool for change. However, there are two levels of buy-in: passive and active. The former can deceive someone into thinking everything's swell with the project or issue in question; the latter can turn complacent or resistant employees into champions of your cause.

Active vs. passive buy-in

You've probably witnessed passive buy-in. This is when your stakeholders understand the reasons behind your initiative (or project, or department), and are going through the requested motions simply to get the job done. For example, Company A is rolling out a technology standardization. Affected staff members hear that the standardization means millions of dollars in savings for the company. And, like good employees, they'll schedule time with the IT rep to reconfigure their computers, and dutifully learn enough about the new applications to get their jobs done.

You could say that these employees tolerate a particular initiative because they're just following the rules; they take what they're given and do what they're told - no more, no less. But compare that with active buy-in:

The same company, the same scenario. But this time, leadership finds its employees willing to actively participate as pilot sites. A manager overhears one employee 'selling' the merits of the standardization to another employee - without a script or even being asked to play that role. IT team members experience less backlash (i.e. fewer support requests and more positive attitudes) from employees when they implement the technology standardization. Needless to say, this is a much more valuable level of buy-in - and this is the buy-in that will help companies achieve goals in a more productive, effective and cost-efficient manner. How? By heightening employees' awareness of the project benefits and how their actions can make or break the project's success.

The cost of not getting buy-in is immense. If a company merely plows through a project and steamrolls employees in the process, it's left with a greater number of untrusting and unwilling employees, which results in a poorly executed rollout and less efficient follow-up. Delayed rollout schedules, additional consultant fees, aborted projects, and angry and confused employees are just some of the outcomes you can expect. Thanks to these by-products of ignored or poor communication, many companies unwittingly kiss anticipated savings and productivity boosts goodbye.

Practical steps for gaining true buy-in:

• Prove it: "If it's not broken, why fix it?" Employees can express this sentiment in a number of ways when it comes to lack of buy-in - absenteeism, poor work and even project sabotage. In order to earn active buy-in, you must prove the value of the initiative. Value can be found in many aspects; for example, how the initiative helps achieve business goals, how it relates to and supports other programs, what is the cost (whether financial or otherwise) of not successfully implementing the initiative. The point is to make a strong case - based on qualitative and quantitative data - for the initiative versus staying with the status quo.

• Make it a personal issue: Answer the age-old question, "what's in it for me?" Step into your audiences' shoes and realize what their fears might be. With this perspective, you can provide them with the information they need and want, in the manner that they will easily digest. You'll also gain rapport with your audience by demonstrating, sincerely, that you understand and care about their issues, and realize their important role in helping you reach key goals.

• Be straightforward: Leave the jargon in the management books (and rescue valid terms like buy-in!). People want to know the whole truth. Be honest in your communications, preparing employees for the benefits they'll get and the challenges they might face. No one believes anything is flawless - by acknowledging challenges upfront, you're more apt to gain the respect and trust that leads to active buy-in.

• Include your audience: Take a step beyond increasing employee awareness - include employees in the process, as appropriate. How can you know what their ideas, concerns and fears are unless you ask? How can you promote active buy-in without inviting employees to act (through feedback, ideas, etc.)? While it's impossible to ask every employee about their ideas, you can identify a cross section or representative group of employees to filter information to you. This can be a formal role (as in 'beat' communicators) or an informal survey of peer leaders within each audience. At every opportunity, 'pulse check' your audience and invite participation when appropriate.

• Expand the communicator pool: Realize that every employee is a communicator, whether you like it or agree with it or not. You must equip people with the tools they'll need to actively support your initiative. That can mean communication tip sheets for front-line managers, communication coaching for leaders and a strategic communication plan behind the entire effort. Remember, with active buy-in, anyone can persuade - or dissuade - someone else. Be certain your employees are aware of your initiative and have the information they need to encourage others to see the potential benefits inherent in the project or initiative.

• Welcome backlash: If you're doing anything important or different, expect some backlash. Without it, you're probably headed toward passive buy-in or a good dose of resistance. Backlash might be the first signal that employees or other key stakeholders are receiving information about the initiative. Probe your audience about their concerns and expectations, and communicate the benefits and challenges that will result from the initiative.

Asking for feedback is important for another reason: employees can offer great ideas that may save time and money, or make the project even more successful.

• Rescue the concept of buy-in: Through thoughtful communication, you can save the term 'buy-in' (and the ideas behind it) from the icy grip of meaningless, overused management jargon and reap very real rewards. It's an incredibly useful term that captures what each of us wants to achieve: active support for a project (or department, or cause) that can help create productive companies and successful, satisfied people.

A major component of buy-in is leadership, and one thing all effective leaders have in common is the ability to influence with integrity.

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