Best Ways to Get Stakeholder Buy-In for Projects

I pitched a LOT of internal data infrastructure projects during my time leading data teams, and I was (almost) never turned down. Here is my playbook for getting executive buy-in for complex technology initiatives: 1. Research top-level initiatives: Find something an executive cares about that is impacted by the project you have in mind. Example: We need to increase sales by 20% from Q2-Q4 2. Identify the problem to be overcome: What are the roadblocks that can be torn down through better infrastructure? Example: We do not respond fast enough to shifting customer demand, causing us to miss out on significant selling opportunities. 3. Find examples of the problem: Show leadership this is not theoretical. Provide use cases where the problem has manifested, how it impacted teams, and quotes from ICs on how the solution would have greatly improved business outcomes. Example: In Q1 of 2023 multiple stores ran out of stock for Jebb Baker’s BBQ sauce. We knew the demand for the sauce spiked at the beginning of the week, and upon retroactive review could have backfilled enough of the sauce. We lost an expected $3M in opportunities. (The more of these you can provide the better) 4. Explain the problem: Demonstrate how a failure of infrastructure and data caused the issue. Clearly illustrate how existing gaps led to the use case in question. Example: We currently process n terabytes of data per day in batches from 50 different data sources. At these volumes, it is challenging to manually identify ‘needle in the haystack’ opportunities, such as one product line running low on inventory. 5. Illustrate a better world: What could the future world look like? How would this new world have prevented the problem? Example: In the ideal world, the data science team is alerted in real-time when inventory is unexpectedly low. This would allow them to rapidly scope the problem and respond to change. 6. Create requirements: Define what would need to be true both technologically and workflow-wise to solve the problem. Validate with other engineers that your solution is feasible. 7. Frame broadly and write the proposal: Condense steps 1-5 into a summarized 2-page document. While it is essential to focus on a few use cases, be sure not to downplay the magnitude of the impact when rolled out more broadly. 8. Get sign-off: Socialize your ideal world with potential evangelists (ideally the negatively impacted parties). Refine, refine, refine until everyone is satisfied and the outcomes are realistic and achievable in the desired period. 9. Build a roadmap: Lay out the timeline of your project, from initial required discovery sessions to a POC/MVP, to an initial use case, to a broader rollout. Ensure you add the target resourcing! 10. Present to leadership alongside stakeholders: Make sure your biggest supporters are in the room with you. Be a team player, not a hero. Good luck! #dataengineering

I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

🙋♀️ How to Introduce Change in an Organization Facilitating transformation is a key literacy for healthcare leaders. In my role opening the new Texas Children's Hospital Austin over the past 3.5 years I worked with lots of young docs who wanted to start things — Programs, tech projects, unique service lines. I was their first stop. But creating something de novo in the largest pediatric healthcare system in the country takes an intentional approach. It doesn't work like a startup. This is what I told them 👇👇👇 1️⃣ Define the change You need a clear vision. 👁️ I do this with a 1-2 page executive summary. Something pithy, subdivided, visionary with clearly thought out operational steps. This should be developed (in your head) with a compelling elevator pitch for those critical hallway conversations. Remember that your vision summary is as much for you as it is for anyone else. You'll never know what you're thinking until you write it down. I never see the subtle lapses in my logic until I've put it on paper. 2️⃣ Create the value proposition Spell out why the organization needs your initiative. 🔡 Anchor your vision in something real: inefficiency, burnout, lost revenue, patient harm, missed opportunity. And be ready with clear benefits. This is where you help skeptical stakeholders visualize how good this will be to the organization. If you can create a sense of urgency it will help your cause. 3️⃣ Seek alignment Get key folks on board. One by one. 🚣♀️ I then disseminate this concept sheet to the highest practical level of leadership in the area want to change — in my case an senior or executive VP. This is key: I share this strategically with one person. The sense of selectivity that comes with knowing they were my first stop can be powerful . With buy-in from someone of influence, I then leverage this on my next stakeholder pitch to players who are more likely to help me bring this thing to reality. 4️⃣ Create proof of concept Show people what you got. 🎭 When you're selling something there's nothing better than evidence — the thing that helps people see the reward for participation. A living example; a brief trial, pilot, etc. In my organization you sometimes just have to bootstrap it and start in order to get to that first tangible chunk of success. 👉 Remember the bigger the organization the more likely you'll meet resistance. It's like gravity, only more annoying — You have to accept it and deal with it. Don't take it personally. Understand that pushback will come and counter with that clear, solid value argument. Persistence, consistency, and time are key elements in getting there — that can be the hardest part. 🐶 Eating the dog food — I just started a bold project of my own and had to use these steps. And every time I do this I learn something new. How do you start something? 📰 If you like this, check out my newsletter https://lnkd.in/g5GWsep3 #Leadership #Hospitals #Healthcare  #management

Before it was about getting donors to write checks. Now it’s about involving them in your ecosystem. Here’s 5 steps to get started today: You’re not just fundraising anymore. You’re onboarding stakeholders. If you want repeatable, compounding revenue from donors, partners, and decision-makers, you need to stop treating them like check-writers… …and start treating them like collaborators in a living system. Here’s how. 1. Diagnose your “center of gravity” Most orgs center fundraising around the mission. But the real gravitational pull for donors is their identity. → Ask yourself: What is the identity we help our funders step into? Examples: Systems Disruptor. Local Hero. Climate Investor. Opportunity Builder. Build messaging, experiences, and invites around that identity, not just impact stats. 2. Turn every program into a flywheel for new capital Stop separating “program delivery” from “fundraising.” Your programs are your best sales engine → Examples: • Invite donors to shadow frontline staff for one hour • Allow funders to sponsor a real-time decision and see the outcome • Let supporters “unlock” bonus services for beneficiaries through engagement, not just cash People fund what they help shape. 3. Use feedback as a funding mechanism Most orgs treat surveys as box-checking. But used right, feedback is fundraising foreplay. → Ask donors and partners to co-define what “success” looks like before you report back. Then build dashboards, stories, and events around their metrics. You didn’t just show impact. You made them part of the operating model. 4. Make your “thank you” do heavy lifting Thanking donors isn’t the end of a transaction. It’s the first trust test for future collaboration. → Instead of a generic “thank you,” send: • A 1-minute voice memo with a specific insight you gained from their gift • A sneak peek at a challenge you’re tackling and ask for their perspective • A micro-invite: “Can I get your eyes on something next week?” You’re not closing a loop. You’re opening a door. 5. Build a “Donor OS” (Operating System) Every funder should have a journey, not just a transaction history. → Track things like: • What insight made them first say “I’m in”? • Who do they influence (and who influences them)? • What kind of risk are they comfortable taking? • What internal narrative did your mission fulfill for them? Then tailor comms, invitations, and roles accordingly. Not everyone needs another newsletter but someone does want a seat at the strategy table. With purpose and impact, Mario

You did some planning around building a feature but didn’t include a set of key business stakeholders. Now, alarms have gone off and questions are being raised about why they weren’t included. More importantly, they are now vetoing your work. Ouch. This happens more often than you think. The way to deal with this is by being proactive and really mapping out the stakeholder tree for key features you are building. What you want to do is get alignment on the When / Who / Why for each major feature you are building. Aligning the "Who" Who are the different teams involved in this Feature? Who are the stakeholders who need to say “Yes”? Who are the stakeholders that have to be kept informed so they don’t veto your work? Aligning the "When" When do you involve stakeholders? How should you involve them? What informal channels should be used to keep stakeholders aligned? Aligning the "Why" (MOST IMPORTANT) What are their motivations? What are their goals? How can you align your strategy with what stakeholders want? There’s no shortcut to this, half of product management is stakeholder management. If you don’t put the time in to think through these questions, you will get your work vetoed.