Ever had a great idea at work about information management or privacy process, but struggled to get your manager or the top leaders to say "yes"? It happens to all information leaders and everyone else to be precise! Getting big ideas to happen needs more than just a good plan; it needs support from everyone, especially the people who make the decisions.
So, how do you get that important support for your information management projects, even when people seem unsure? It's all about knowing how to influence.
First Steps: Make Your Idea Really Good
Before you even talk to anyone, your idea needs to be solid.
❌✅ What's the problem and your solution?
Clearly explain what issue your idea solves and how it helps.
📈 Show the benefits (and risks)
Leaders care about numbers. How will your idea save money, make things run better, remain or improve be compliant? Be honest about any downsides too, and how you'll deal with them.
🙋 Know your audience
Who are you talking to? What do they care about most? If it's the CEO, they might care about growing the company. Be short clear and concise! If it's the finance head, they'll focus on profits. Talk in a way that matters to them. In numbers, don't start talking about their weekend. There is a great book to help you get to know people, I would highly recommend Surrounded by Idiots: The Four Types of Human Behaviour.
🧑🏫 Have proof
Don't just say your idea is good. Show it! Use facts, examples, or test results. This makes your idea more believable.
Getting Unsure Leaders to Say Yes: It's More Than Just Facts
Even with a perfect plan, people skills are huge in getting approval.
🤝 Build trust
Getting people on your side isn't a one-time thing. Get to know your leaders and stakeholders over time. When they trust you and believe in your intentions, they're much more likely to support your ideas.
👥 Meeting 1:1
Before you enter the board room , take the time to meet one-on-one with each board member. These personal conversations create a space where individuals feel more comfortable sharing their honest thoughts, concerns, or reservations—discussions that might never surface in a formal group setting. In a one-on-one, you can tailor your explanation to their unique priorities, answer their questions thoroughly, and address doubts directly, building a stronger sense of trust and rapport.
Securing buy-in on an individual basis is often far easier than trying to win everyone over at once in the pressure and formality of the full board meeting. When you meet each board member privately, you have the chance to listen and adapt, turning potential sceptics into supporters before any votes are cast. By the time you step into the boardroom, your proposal is no longer a surprise—board members are informed, their concerns have been considered, and many will already be inclined to say "yes." This groundwork transforms your board presentation from a high-stakes pitch into a confirmation of the support you've already earned.
🌤️ Be clear and brief
Leaders don't have time for long speeches. Get straight to the point. Tell them the most important things first, and avoid complicated words. Have a short summary ready that explains your idea and its benefits clearly.
🤔 Think ahead about questions
Imagine you're them. What would you ask? What might they worry about? Think of all possible questions and have good answers ready, backed by facts.
🧑🤝🧑 Find allies
Look for people in leadership who might already like your idea. Get them on your side. Their support can really help convince others.
🪐 Connect to the big picture
Show how your idea helps the company reach its main goals. How does it fit into the company's future plans?
💡 Be open to ideas
Show that you're flexible. While your main goal should stay, be willing to change small parts of your plan if they have good suggestions. This shows you listen and value their input.
🧮 Offer solutions, not just problems
Yes, you're fixing a problem, but focus on the good things that will come from your solution.
😎 Follow up smart
After your meeting, send any extra info they asked for quickly. Keep in touch, but don't pester them. Show you're dedicated.
Handling Objections: Turning "No" into "Maybe" and "Yes"
No matter how strong your idea is, objections and pushback are part of the process. How you respond can make the difference between a stalled proposal and a green light.
👂 Listen fully before responding
When someone raises a concern, let them finish explaining. Show you understand by summarising their objection back to them. Often, people just want to know they've been heard and respected.
👌 Ask clarifying questions
Dig deeper. Sometimes objections hide bigger issues—maybe it's about timing, resources, or risk. Gently ask questions to uncover the real reasons behind their hesitation.
👍 Empathise and validate
Acknowledge their concern. For example, "I can see why you'd worry about the budget impact; that's really important."
🔍 Provide evidence and examples
Counter their worries with facts, case studies, or successful examples from other teams or companies. If possible, share small-scale test results or proof-of-concept wins.
🍎 Offer options and alternatives
Show you're flexible by suggesting phased approaches, pilot projects, or additional safeguards that might ease their concerns. This demonstrates your willingness to adapt and collaborate.
🧑🎨 Turn objections into opportunities
Sometimes, pushback can help you make your idea even better. Use the feedback to refine your proposal so it's stronger and more likely to succeed.
😊 Stay positive and patient
Don't take objections personally. Keep your energy constructive and solution-focused. Some of the strongest supporters start out as disbelievers, but win over time because you listened, adapted, and demonstrated results.
By approaching objections with curiosity and respect, you not only address concerns but also build credibility and trust—paving the way for lasting support.
The Reward: Real Support and Lasting Commitment
Getting your leaders to say "yes" to information management isn't just about getting an approval. It's about getting them to truly back your idea. When they're committed, they'll help you get what you need (money, people, etc.) to make your idea a success.
By having a strong plan with facts, knowing how to influence, and building good relationships, you can turn unsure leaders into big supporters, helping new ideas and improvements happen in your organisation.
Ready to Become a Master at Getting “Yes”?
These tips are powerful, but becoming really good at them takes practice and guidance. That’s why you need to attend the next Empower 21 starting on 6th August 2025! We will teach you and help you to create and deliver your buy-in, giving you the real-world skills and confidence to convince even the toughest decision-makers. Don’t miss this chance to become better at making things happen and reaching your goals.
