People react to change in different ways. Some people need a plan. Others need time to absorb the change, while some want to ask questions and know they’re being heard. I recently ran a change management workshop for about 20 leaders, and I received 20 different responses to the question, “What do you need to get through change?” 
 
As leaders, it’s crucial that we recognize people’s various needs, and that we listen, empathize, and encourage perspectives. Inviting buy-in is the key – you can enable a change, but you can’t force the buy-in. By bringing people to the table to hear their views and open up the dialogue, you have a better chance of someone being on board than if you did nothing at all. 
 
1. Talk about the WHY. Why is this change necessary? What’s the short- and long-term purpose? What does success look like?
 
We need to see the rationale in order to stand behind it. So many leaders make the mistake of only addressing the WHAT of the change, but not the WHY.
 
2. What’s the WIIFM (What’s In It For Me)? – How does this personally benefit me? What’s the impact to my world, and how can I capitalize on this opportunity?
 
When people see the direct connection to their WIIFM, the personal connection is powerful and the desire to adopt the change is greater. If you only share the benefit for the organization, it’s harder for an individual to feel personally invested. 
 
3. Involve me. Instead of a one-way dialogue, ask me what I think.  Encourage me to share ideas and perspectives. “What do you think of the change?  How can you see this as an opportunity to grow or meet your targets for yourself?
 
Even if the change has already happened and/or there’s no wiggle room for negotiation, your encouragement to discuss the change is still critical. People can still feel empowered by sharing their opinions, and how they want to react and turn perceived adversity to opportunities. 
 
Buy-in doesn’t come after one conversation, but after many over time. Invest the time and make the effort to really listen, to allow dialogue and perspectives. When you take this approach, your team is less likely to feel forced into the change, and more likely to feel the trust and freedom to choose to stand behind it.