Quotes About Buy-in

First, recognize that a set of facts can guide and inspire only if it is heard and gains buy-in—but that is rarely the case. Second, explore how stories can accomplish or help to accomplish the same objective. Sometimes, a set of facts can be turned into a story by providing a context and more information.

All entrepreneurs get strapped for cash. Private equity and other sources of funding will buy into the company. But many don't buy into the dream and end up driving the entrepreneur away. "We don't want to let that entrepreneurial dream disappear when they become part of our twenty-billion-dollar business," Long says.

We create a standard for how we want to do things, and everybody's got to buy into that standard or you really can't have any team chemistry.

The most influential people strive for genuine buy-in and commitment - they don't rely on compliance techniques that only secure short-term persuasion.

Behavior precedes belief - that is, most people must engage in a behavior before they accept that it is beneficial; then they see the results, and then they believe that it is the right thing to do....implementation precedes buy-in; it does not follow it.

When projects like a pipeline are imposed on a province without a buy-in, without a collaborate approach, they just don't go ahead. What happens is they get caught up in court, there's court challenges, the project doesn't proceed.

Providing a comfortable transition through familiar metaphors is one way to help get buy-in.

In democracy - and the good thing about democracy, big change does not happen quickly, and you need a buy-in and a convincing, a selling, an arm-twisting to get big change. And that takes time.

The danger of what's happening right now in terms of using reconciliation is, the purpose of the Senate is going to be defeated. And that is to bring consensus to big issues in this country so that we have a reasoned and thoughtful approach and that the American public buys into it.

Communicate for Understanding and Buy-In. Make sure as many others as possible understand and accept the vision and the strategy. Go beyond "stopping resistance" to creating more and more people who want to help you.

I've seen a rebuild, and I've seen how quickly things can turn around when guys buy in.

It wasn't enough to just build a team culture. To have sustained success, we needed a winning organizational culture, and I knew that by working closely with the leadership group to define and set the culture, we would be able to have that. I needed the owner and leaders to buy in and be an integral part of the process. Their buy-in needed to be as deep as the players

The key to any successful plan is buy-in from the public, and what this process has demonstrated is the importance of including citizens in formulating a consensus plan that preserves our beautiful refuge.

In software, consultants sometimes tell you to buy into certain software-development methods to the exclusion of other methods. That's unfortunate because if you buy into any single methodology 100 percent, you'll see the whole world in terms of that methodology. In some instances, you'll miss opportunities to use other methods better suited to your current problem.

I'm a culture guy. I sort of know all the familiar ingredients to get something going. Once everyone starts to buy in collectively, then that culture can start being built.

When foreign assistance has a clear mission, buy-in from the aid-recipient country, and explicit metrics for implementation, the United States will be able to transition aid-recipient nations into strong trading partners. One of the greatest examples of this successful transition is South Korea.

A lot of times in coaching, that's more than half the battle, to get people that are willing to buy in because they trust you and understand that you're genuine in your motivations.

The master principles of expectations management are the following: Get buy-in Take care of business Communicate the big picture Listen and be alert Take the stakeholders' perspective Never assume

Great teams make clear and timely decisions and move forward with complete buy-in from every member of the team, even those who voted against the decision. They leave meetings confident that no one on the team is quietly harboring doubts about whether to support the actions agreed on.

A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings.

Commitment is a function of two things: clarity and buy-in

Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team.

Teams that commit to decisions and standards do so because they know how to embrace two separate but related concepts: buy-in and clarity. Buy-in is the achievement of honest emotional support. Clarity is the removal of assumptions and ambiguity from a situation.

Commitment is about a group of intelligent, driven individuals buying in to a decision precisely when they don't naturally agree. In other words, it's the ability to defy a lack of consensus.