A new year brings with it the opportunity of change and growth. If there is one thing we hear you need help with, it’s securing leadership ‘buy-in’ for your projects. In this blog, we’ll cover the five steps you need to tackle in order to get your project prioritised by the business.
1. Communicate the priority of your project
The first step in gaining leadership buy-in is ensuring that the priority of your project is communicated effectively. Leaders are inundated with various initiatives and demands on their time, so it is vital to present your project in a way that highlights its importance and urgency.
It’s important to demonstrate how addressing your project first will create a ‘domino effect,’ enabling broader organisational success. Think of the domino effect as a chain reaction where one event triggers a sequence of related events, often leading to a larger cumulative impact. Clearly articulate how tackling this priority will pave the way for subsequent initiatives, making it easier for leadership to visualise the bigger picture.
2. Address the limitations
In 2026, organisations face an array of challenges, including limited resources and inflationary pressure that strain budgets and operational capabilities. There is no point avoiding the elephant in the room: leaders are often hesitant to commit to new initiatives when resources are stretched thinly. Addressing these limitations and presenting how your project offers a solution to these existing challenges can shift the narrative from a request for resources to an opportunity for growth.
To address these challenges:
- Highlight how your project optimises the use of existing resources and mitigates financial pressures
- Link your project’s outcomes to business benefits, showcasing how it aligns with larger company goals
- Provide (as best you can) clear ROI projections that outline cost savings, revenue growth, and enhanced productivity.
With technology being the bedrock of strategic decision-making, being able to communicate its ROI is an important skill for the office of finance. However, recent research by ADAPT found that finance leaders struggle to assess ROI on tech investments, with declining cost visibility and underutilised resources compounding these efforts. If this is the part where you come undone – seek help from a trusted advisor. Minerva Partners have experience with companies of all sizes and within all industries.
The most important thing to take away here is that engaging in open dialogue about potential risks demonstrates your preparedness and commitment to the project’s success. Anticipate objections related to resource allocation and proactively offer solutions. This transparency fosters trust with leadership and increases the likelihood of receiving the necessary support.
3. Overcome resistance
Change is often met with resistance, whether it stems from scepticism or fear. The best way to address internal resistance is to anticipate it. Understand the likely objections and provide solutions to address them head-on.
Resistance to change is a natural human reaction, especially in organisational settings where established processes and norms are deeply ingrained. Engaging with sceptics and addressing their concerns can create a more inclusive dialogue. By listening to their perspectives, you can tailor your proposal to mitigate their fears and highlight how the project can benefit the entire organisation.
However, in our experience, we can boil it down to two common fears that result in employee resistance:
- Fear of not keeping up with the change.
- Fear that their role will become redundant.
The most important thing you can do is provide staff with training programs, as well as ongoing support. Secondly, communicate clearly with impacted staff about how their roles will evolve and how they will continue to add value to the organisation.
If it is a large-scale change that will impact many employees, it might be worthwhile conducting workshops or informational sessions to help demystify the project. Providing clear and compelling information about the project’s purpose and potential impact can transform sceptics into advocates.
Moreover, showcasing early wins can be instrumental in building momentum and reducing resistance. If possible, consider piloting your project on a smaller scale before a full rollout. By demonstrating initial success and gathering positive feedback, you can create a compelling case for broader implementation. As stakeholders begin to see the benefits firsthand, their resistance may diminish, paving the way for leadership to support the initiative wholeheartedly.
(Tip! The quickest way to diminish your ROI is to overlook employee adoption. Effective communication and proactive engagement are indispensable).
4. Uncover your leadership team’s most important KPI
Understanding your leadership team’s key performance indicators (KPIs) is essential when trying to secure their buy-in for your project. Leaders are often measured by specific metrics that reflect their performance and the success of their initiatives. By aligning your project with these KPIs, you can demonstrate its relevance and importance within the organisational framework.
Start by researching and identifying what metrics your leaders prioritise—whether it be revenue growth, customer satisfaction, operational efficiency, or employee engagement. Once you have identified these KPIs, craft your proposal to explicitly show how your project will positively impact them. For instance, if a leader is focused on improving customer satisfaction, highlight how your project will enhance the customer experience or streamline service delivery.
Providing concrete examples and projections can help translate your project’s benefits into measurable outcomes that resonate with leadership. Engaging in a dialogue with leaders about their KPIs can also open opportunities for collaboration. By asking questions about their goals and challenges, you can position your project as a strategic solution tailored to their needs.
5. Be specific
Leaders value clear, concise, and actionable plans that outline not only what you intend to achieve but also how you plan to get there. Transparency is crucial—particularly in communicating your “technology impact to value” ratio—to demonstrate how your project drives measurable results.
Start by defining the project’s scope, including timelines, milestones, and deliverables. This level of detail helps leaders visualise the project’s progression and sets clear expectations for outcomes. A well-structured budget that outlines projected costs, ongoing expenses, and resource requirements will further demonstrate your preparedness.
Additionally, outlining the roles and responsibilities of team members involved in the project can enhance trust and accountability. Clearly define who will be responsible for each aspect of the project.
It is equally important to establish metrics for success. Leaders want to know how the project will be evaluated and what success will look like. Whether it’s through key performance indicators, customer feedback, or project milestones, providing a clear framework for measuring outcomes strengthens your proposal.
In summary:
By following these five steps, you’ll be well-equipped to secure leadership buy-in for your transformation projects in 2026. Remember, the key lies in clearly communicating the priority and benefits of your project, while also being realistic in addressing resource limitations and resistance. Keep your focus on aligning your project outcomes with leadership’s KPIs and providing a detailed and transparent proposal.
At Minerva, we help businesses navigate these challenges. Our team of experts can provide you with tailored strategies, support, and insights to ensure your project’s success. Whether it’s through strategic consulting, training, or advanced analytics, Minerva can help.
To get in contact, submit a form via our website or call 1800 MINERVA.
