5 Steps for Getting Team Buy-In on a Change

Companies grow. Processes and systems change. Sometimes they change drastically. Sometimes they change unexpectedly. Sometimes they change in a way that benefits most people and you happen to be leading the twelve folks it doesn’t. Here’s how to get the team, or a resistant few, on board. 

Explain why the change is happening.

This is the biggest, most important piece. It’s hard to get anyone to do anything if they don’t understand the reason for doing it. Your agents are perfectly happy with the way things are - it’s familiar and it works. Why shake things up now? 

In many cases, just thoroughly articulating the reasons behind the decision, framed in a way that resonates with your team, is all you need to get their support. If you can make the change “make sense” then most people will follow.

Share a vision for the future. 

This is the second most important piece. Change is scary. People want to know what’s on the other side. Share a detailed picture of what things will look like - figuratively and then literally. There’s no such thing as too much information here, so don’t be afraid to pull out those mockups, screenshots, powerpoints, links and demos. If the change impacts your agents, they will care. 

Highlight all the benefits that will come from this change. If the change isn’t directly benefiting the team, focus on how it will benefit the business, and what that could mean for the team long-term.

Get everyone involved.

Your agents are more likely to be invested in the change when they’re helping create it as opposed to it being done to them. It’s also a great way to ensure some of the more meticulous details aren’t being overlooked from the leadership level. If you’re not able to bring the team into the change itself, share updates frequently and offer an open space for team members to share feedback, questions and concerns so their voices are being heard. 

Focus on team influencers.

You likely have a few individuals on your team who are particularly well-liked and well-trusted by others. They may hold a senior position, or they may not. Either way, their perspective helps shape the opinions of the group. These are the folks you really want to focus on when you’re trying to get buy-in from the team. If you have their support, they’ll take care of the others. 

Lead by example.

You set the tone of your department, so if you’re excited about what’s coming down the pipeline, they’ll probably be excited too. But what about when you’re not excited? Like not at all? 

If you can, try to get onboard with the concept before you share it with your team. You may need to continue educating yourself on a new process or system, or talk to other leaders about your hesitancy. Consider the potential opportunities that could arise from this new change. If nothing else, think of it as a learning experience.

When you do communicate the change with your team, share that you understand their concerns because you have them too. Keep an open mind and an optimistic perspective and encourage your team to do the same.

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