Early in my career, I was sure I had a billion-dollar idea. It was innovative, aligned with the company’s goals, and—if I’m being honest—I was proud of how bold it was. After weeks of refining the details, I finally had the courage to propose it to key leadership. I walked into that meeting confident and left, thinking I had nailed it.
Then, the feedback came in.
“We’re too busy right now.”
“We’ve got other priorities.”
“I don’t think the idea is strong enough yet.”
Just like that, the idea quietly faded away. No follow-ups, no champions to lean on, and no traction. The worst part? The idea wasn’t bad, but I failed to build buy-in.
Many think influence happens at the moment; in the pitch, the meeting, the slide deck. But by the time you’re in the room, it’s usually too late. Influence isn’t a one-time performance. It’s upstream work. It’s relationship-building, active listening, and anticipating reactions before a formal conversation occurs. That’s the difference between approved, challenged, or ignored proposals.
Influence Happens Before the Meeting
In fast-paced professional environments, people are balancing a dozen competing demands. When you drop a big idea on them without warning, you ask them to make a quick decision with limited context and no emotional investment. Even the best idea can stall if it feels unfamiliar or disconnected from their priorities.
The best influencers don’t just present ideas, they prepare the ground for them to grow. Influence doesn’t happen in the moment; it’s built through strategic engagement over time.
Here’s how to do that in four steps:
1. Identify Future Initiatives
Start by looking ahead. What projects, decisions, or changes are coming up that will require support from others? Think of cross-functional collaborations, leadership sign-offs, or initiatives that touch multiple teams.
Before your idea takes shape, anchor it in something that matters to the organization. This helps you align your vision with the broader direction of your team, department, or company.Don’t wait until your proposal is fully baked if you need buy-in. Influence can’t be reactive. Instead, influence has to be part of your planning process.
2. Map the Stakeholder Landscape
Next, figure out who you need to influence. This doesn’t just mean your manager or a department head. Figure out who are the formal decision-makers. And more importantly, identify who influences them. Who do people trust, listen to, or consult before giving the green light?
Sometimes, the person with the biggest say isn’t the one with the highest title. Influence often flows through informal networks as much as through org charts. Identifying connectors, allies, and potential blockers early can help shape your approach.
3. Plan Your Engagement Strategy
Once you know who’s involved, it’s time to think about how to engage them before the formal pitch.
Ask yourself: What concerns might they raise? What are their current pressures, priorities, or hesitations? How can you frame your idea so it aligns with their goals?
Many people skip this step, but it’s critical. You’re not just sharing an idea, you’re shaping a message that shows you understand what matters to them. This helps reduce resistance and increases the chance they’ll champion your idea.
4. Schedule Intentional Touchpoints
Now, make it real. Set up time with key stakeholders and focus on exploring the idea instead of pitching. Invite feedback. Share an early version. Ask for advice. These conversations build familiarity and create a sense of shared ownership.
That early input is gold. It helps refine your idea, pre-address objections, and, most importantly, bring people along for the ride. When it’s time to present formally, you’ll no longer ask for buy-in. You’ll be affirming the alignment you’ve already built.
Success You Can See
When you build buy-in before the big reveal, the results speak for themselves:
- Stakeholders ask thoughtful questions instead of pushing back
- Implementation is smoother because you’ve addressed concerns early
- Your idea gains momentum because people feel invested in it
The meeting becomes a milestone, not the starting line.
Getting people on board doesn’t require charisma or a polished pitch. It requires intention. It’s about stepping back and thinking strategically—not just about your idea but the people who need to believe in it.
So the next time you feel the spark of a big idea, remember: before you build the proposal, build the relationships. Influence happens upstream.
