The Old Gospel of Buy-In
For decades, “getting buy-in” has been treated as the sacred first step of any change strategy. Workshops are held. Roadshows are launched. Communications teams craft the perfect messaging to secure alignment from every layer of the organization.
But here’s the hard truth: chasing universal buy-in is often a waste of time, energy, and credibility. You don’t need everyone to like the change. You just need the right people to move.
Buy-In ≠ Behavior
We confuse agreement with action. Someone nodding along in a town hall doesn’t mean they’re going to change how they lead, work, or think. Conversely, a resistant manager might still execute the change perfectly because it aligns with their incentives or KPIs.
Instead of asking “Do they support the change?” a better question is “Are they acting in ways that enable the change?” That’s the real currency.
The Myth of Consensus
Consensus feels good. It feels democratic. But in most organizations, it's a strategic mirage. Waiting for every stakeholder to get on board slows down momentum, waters down the strategy, and often leads to change-by-committee.
Leaders who drive meaningful transformation know that aligned coalitions beat unanimous agreement. You need just enough champions in the right places to hit escape velocity.
The Alternative: Critical Mass
You don’t need everyone. You need a tipping point.
Start with those most impacted, most influential, or most visible. Train them, support them, and show quick wins. Their behavior creates social proof. Over time, the undecided majority will follow—not because you convinced them in a workshop, but because the tide turned and they don’t want to be left behind.
What About the Naysayers?
Ignore them? Not quite. But stop trying to convert them.
Segment them. Understand them. Then ask: Do they have the power to block progress? If yes, engage with strategy. If no, let them sit in the back row with their arms crossed. Focus your energy on forward momentum, not managing emotional weather.
Design for Movement, Not Agreement
Too many change strategies are designed to make people feel better about the change. What if instead we designed them to help people do the change?
Prioritize behavior design over persuasion. Change adoption isn’t a popularity contest—it’s a movement. And movements start with a few people doing the new thing consistently, visibly, and confidently.
Real Talk
When your stakeholders say “I need more buy-in,” ask them: “From who? To do what?” Vague pleas for more support often mask deeper issues—unclear strategy, weak sponsorship, or lack of confidence.
Your job isn’t to win hearts. It’s to move feet.
I’ve worked on major transformations where 30% of the org was enough to tip the culture. Those 30% were visible, credible, and committed. And that was enough to make the rest follow—or get out of the way.
Don’t confuse noise with signal. If you’re doing the hard work of enabling action, the buy-in will often come after the fact.
Final Thought
Let go of the fantasy that everyone needs to be on board for change to succeed. You need traction, not total agreement. Focus on where momentum lives, and let movement do what persuasion can’t.
ChangeGuild: Power to the Practitioner™
Frequently Asked Questions
Do I really need buy-in from everyone for a change initiative to succeed?
No. Universal buy-in is a myth that slows momentum. What matters is achieving a tipping point with the right stakeholders—those most impacted, most influential, or most visible. Their behavior creates the social proof that brings others along.
What’s the difference between buy-in and behavior?
Buy-in is agreement, often verbal or symbolic. Behavior is action. Someone can nod in agreement at a town hall and never change their practices. Conversely, a skeptic might execute change flawlessly if it aligns with their KPIs. Behavior is the true measure of progress.
Why is chasing consensus risky in change work?
Consensus feels democratic but often leads to watered-down strategies and delayed action. Leaders who wait for unanimous agreement risk losing momentum. Instead, focus on building aligned coalitions with enough influence to push the change forward.
How should I handle vocal naysayers?
Don’t waste energy trying to convert every skeptic. Segment them. If they have the power to block progress, engage strategically. If not, let them sit it out. Prioritize forward momentum over managing every pocket of resistance.
What should change strategies prioritize instead of buy-in?
Design for movement, not agreement. Focus on enabling the new behaviors—through training, support, and visible quick wins—so people can actually do the change. Adoption comes from consistent action, not persuasion alone.
Ready to Rethink Buy-In?
Chasing consensus slows change. Building momentum moves it. If you want practical strategies for finding your critical mass and designing for movement, we can help.
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