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Module 4: Securing Buy-In
3 RepliesI provide a platform for giving feedback in order to secure buy-in.
In future, I will adopt the strategy of sharing the context for change to all stakeholders to ensure that they have a clear and precise image of the problem, the solutions and the opportunities that will arise from solving the problem through a capacity building area.
60 Replies
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Hi, everyone, let discuss this topic, STRATEGY TO SECURE INTERNAL BUY-IN
LIKE Hamtech Building Engineering, stakeholders involved in capacity building plan.SHARE THE CONTEXT FOR CHALLENGES
I Can Secure buy-in by demonstrating to stakeholders how my plans is necessary for growing the organization in the long-run.
1 Reply
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2 Replies
Hi, everyone, let discuss this topic, STRATEGY TO SECURE INTERNAL BUY-IN
LIKE Hamtech Building Engineering, stakeholders involved in capacity building plan.SHARE THE CONTEXT FOR CHALLENGES
I Can Secure buy-in by demonstrating to stakeholders how my plans is necessary for growing the organization in the long-run.
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will adopt the strategy of sharing the context for change to all stakeholders to ensure that they have a clear and precise image of the problem
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I would definitely host a meeting to discuss my plan to the others presenting tasks to each one of the members.
After putting every card on the table, i would ask them to provide a feedback of the task taken.
Organization on your plan is essential. -
1 Reply
Having a plan with the Executive Board prior. Discussing prior.
Then, there are a couple of options:- Starting conversation during Board meeting to allow discussion, brain storming and concerns to be discussed.
- Planning a retreat to discuss needs of the organization and come to the Capacity Building Strategy together to develop Buy In.
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I would definitely host a meeting to discuss my plan to the others presenting tasks to each one of the members.
After putting every card on the table, i would ask them to provide a feedback of the task taken.
Organization on your plan is essential. -
I schedule planning meeting where each member takes the lead and feel included. This helps with buy-in and commitment long term
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I normally host a meeting to explain my plan to key players of the organizations.
In future, I will not only host a meeting, but also request for feedback from the members of the organization, allowing them to share their ideas and opinions. -
I host a meeting to explain the plan in order to secure buy-in.
In future, I intend to adopt the strategy of sharing the context for change to all stakeholders to ensure that they have a clear and precise image of the problem, the solutions.it will help me solve problems in my organization -
I will secure by-in with the people at my organization by:
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Arranging a meeting with the stakeholders and giving them a practical exhibition and explanation of how secure buy-in is essential for the growth of our organization.
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Requesting for feedback from the members and also allow them share their thoughts, ideas and proposals.
In the nearby future, I will adopt new strategies of providing a context for change to easily generate useful feedback.
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at the moment, we used to discuss issues through social media in order to have others on board.
in the near future, i think we can enhance our reaching to others through both social media interactions and in-person meetings or focus groups for more detailed discussions.
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this is very true
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I host a meeting and at the meeting, I share the full details and ask for opinions.
In future, I would strengthen what is being done by providing a feedback platform to encourage everyone to give their view -
strategies to secure internal buy-in with the various stakeholders involved in your capacity building plan.
SHARE THE CONTEXT FOR CHANGE
You can secure buy-in by demonstrating to stakeholders how your plan is necessary for growing the organization in the long-run.
One way of doing so involves drawing a complete picture of what you’re doing and why. Specifically, point out the problem you are trying to solve, the solutions you’re proposing, and the opportunities that solving this problem can open. By providing a full context for the change, you’re more likely to secure buy-in, or at least generate useful feedback.
It might help to think back to your rationale from earlier. Think about why it was so critical to develop capacity in this area. It might help to think about how you would pitch this plan to funders, repurposing some of that pitch to other stakeholders.
GATHER INSIGHT FROM STAFF
Create an open dialogue around the goals of the capacity building initiative and the implementation plan. Ask staff members at all levels what they think about how the plan is being implemented and what they could see as potential pitfalls or things to be modified. This step will not only help develop a culture of transparency and collective leadership within the organization but also increase the team’s buy-in.
PROVIDE A PLATFORM FOR GATHERING FEEDBACK
Getting feedback from staff will be critical for tracking the progress of your capacity building initiatives. If you set up interim goals with funders and communicated these goals to the staff, they can be the first line of defense against failing to meet your targets. They can raise any red flags, advocate for changes, and allow you to course-correct to ensure your goals are being met.
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I provide a platform for giving feedback in order to secure buy-in.
In future, I will adopt the strategy of sharing the context for change to all stakeholders to ensure that they have a clear and precise image of the problem, the solutions and the opportunities that will arise from solving the problem through a capacity building area. -
I provide a platform for giving feedback in order to secure buy-in.
In future, I will adopt the strategy of sharing the context for change to all stakeholders to ensure that they have a clear and precise image of the problem, the solutions and the opportunities that will arise from solving the problem through a capacity building area. -
I guested the intern meetings of all work groups to introduce the plan
and get their feedback before implementing the plan.
After every bi-monthly board meeting we write a report to share with all members to update them about how things are running across the organisation. We encourage the members to give feedback. -
Presently, to secure buy-in with the people at my organization, I do the following:
- Share the context for the solution I am proposing
- Get their feedback on my proposed solution
With what I have learnt, to secure the buy-in of people at my organization:
- I retain - sharing the context for change approach
- I will add - gathering insights from staff
- I will add - providing a platform for gathering feedback
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Firstly, I would tackle the most difficult one to convince which is the Board. I will do this by providing rationale and data to show the justifications on the reason for this change. With the Board's buy-in, it will be easier to convince the other stakeholders.
Secondly, I will need to sit down with the upper management and the implementation team to discuss and gather their feedback on this matter. Through this exercise, I will be able to learn and understand more on their concerns and look at how we could take all that into consideration .
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Moving forward, I will provide a platform for gathering feedback. This is very important as feedback should be continous to enure gaps are identifed and closed throughtout the duration of the mplementation planning process.
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My step by step plan would be-
1- Speaking to the CEO and Founder and discuss the pitfalls related to monitoring and evaluation, the need to get the training done, what impact it will have on beneficiaries etc and what resources we need to get it done.2- After the buy-in from the CEO, I will arrange a meeting with staff and give them the rationale of why do we want to bring a training workshop for monitoring and evaluation purpose and how is it going to fill the gaps. Moreover, would try to understand through survey how many people are willing to go ahead with it or if they have any challenges. If yes, I will be addressing it on the common platform itself so that everyone is on the same page.
3- Once the plan is implemented, I will create an open platform for feedback so that we can make continuous improvements in the program and make amendments as per the need of the trainees.
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WE use an open dialogue session to gather views and opinions of stuff, which was not much effective.
As for the future, from what i have learned i will be open to sharing context and creating platform for feedback. -
A good idea to utilize all the gains from this course.
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I would present to the board:
what I am trying to achieve,
how I am planning to do so,
what the benefits to the organisation will be, and
what they, the board, can do to support it.
In addition, I would circulate the drafts of the guidance notes, tools, templates and checklists for our staff and colleagues to:
test
provide feedback about how useful they are or are not ,
how easy they are to use
what improvements they would recommend. -
Usually, we would discuss this during proposal development with relevant staff and their ideas would be advanced at this stage as they gave feedback on the proposal which was done in meeting. Like I can see this must be deliberate effort to buy- in at different levels with all stakeholders, which makes a lot more sense. I need to change and adopt this strategy
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Hosting a meeting to come and paint a clear picture of my proposition can always work well as it will give people a chance to comment and seek clarity where needed.
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hola amigis
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Agreed with the strategy.
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My plan is to work on Finance, Accounting and Compliance, for this I have planned to hire a highly qualified and capable Finance Manager to raise this segment of the organization. For this, first of all I will give presentation to my board on why it is so import, what will be the benefit of it for the organization and how it will be helpful for the management to understand the affairs and take decisions. I will also take the department on board by giving them briefing about where we are standing now, where we are heading to, what will be the path and what will be the role of each and everyone as a whole. This will also involve their training, feedback and participation.
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Hosting a meeting I think is ideal. I would present all the options and then ask for feed back. I would use everyones opinions to develop a plan everyone agrees on and then use that to secure the buy-ins
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a retreat is a great idea!
