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Change Management

How to Get Management “Buy-In”

January 22, 2016 by Jennifer Hartwell in Change Management

How to Get Management "Buy-In"

Most companies are living, growing entities that need to develop and evolve like any other living thing. Introducing change is a necessary and productive practice that has limitless potential for growth, when it is managed well, of course.

Often, change is thought of as a risk that many are not willing to take. In fact, management for many companies may resist major change because they perceive the company to already be functioning efficiently. But, if you have a strong idea that you believe could benefit the entire organization, it’s your responsibility as an employee, at any level of the organization, to bring your proposal to the attention of those with the power to implement it.

Change takes time, but when applied carefully and gradually, it can be incredibly successful as well as rewarding. When proposing new ideas, it is important to find the right time for change in your company, build a dedicated group of individuals who support your proposal, decide how best to communicate your ideas, and then call your superiors to action. Utilizing an organized change management system can provide the edge needed to convince your managers.

Naturally, every change project undertaken is different every time and the path to get senior managers to “buy-into” it will typically vary greatly. However, there are some common steps that should be considered every time and in the infographic below these are described in a visual way.

How to Get Management Buy-In

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About Jennifer Hartwell

Jennifer Hartwell is the Product Marketing Manager at Revitas focusing on Revitas Channel Management and Contract Lifecycle Management solutions for the commercial markets. She has earned her MBA from PACE University, and her BA in Marketing and AS in Fashion Buying from the Fashion Institute of Technology.

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One Comment

  1. Barry WempleJanuary 28, 2016 at 1:06 pm

    Change management is a big field. I’ve worked in and taught risk management for technology professionals in F50 corporations. I’ve found a few things are essential to focus on for successful change.
    > Increase trust — employees must know themselves and know others, and they must be confident they are being well-led. Management is often unwilling to seek feedback on sensitive things like this.
    > Reduce Uncertainty — Employees do not like being led blindly – they need the big picture. It gives them a sense of investment, of ownership. It makes it easier to bring up issues and flaws in the plans that impede good performance and which, if corrected, benefit themselves and the organization.

About the Editor and Primary Author

Jon Warner

Jon Warner is an executive coach and management consultant and in the past has been a CEO in three very different companies. Read more

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