Picture this.

You’ve got a bold vision.

A new initiative, a process change, or a strategic shift that could create real impact.

You step into the meeting, present your plan, and… nothing.

People listen. They nod. But instead of excitement, there’s hesitation.

Some ask for “more details.” Others say they’ll “think about it.” Weeks pass, and despite your best efforts, the idea stalls.

What went wrong?

You didn’t have buy-in.

John Maxwell’s Law of Buy-In states:

“People buy into the leader before they buy into the vision.”

Before people commit to an idea, they need to trust who’s leading it. In flat Nordic hierarchies, where employees expect collaboration over command, gaining buy-in is essential.

So how do you get people on board before you even walk into the room?

1. The Power of “The Meeting Before the Meeting”

Maxwell teaches that the most important conversations happen before the big meeting – one-on-one, informally, behind the scenes.

Why? Because people rarely buy into something publicly before they’ve processed it privately.

In Nordic workplaces, where decisions are often made through consensus, leaders who secure early buy-in from key voices before the main discussion find that:

✅ Resistance decreases. People are less likely to push back when they’ve already had input.

✅ Momentum increases. Early supporters help move the idea forward.

✅ The leader gains credibility. It shows you value perspectives before making a proposal.

How to Use the Meeting Before the Meeting:

1. Identify Key Stakeholders Early
2. Engage Them Before the Formal Pitch
3. Secure Small Commitments

By the time the formal meeting happens, the room isn’t hearing the idea for the first time – they’re validating a conversation that’s already in motion.

But to make these conversations effective, you need to truly understand what matters to each stakeholder. This is where the Empathy Map comes in.

2. The Empathy Map: Understanding Stakeholder Perspectives

Most leaders assume they know what people want. But without deep listening and structured thinking, they risk missing the real motivations behind buy-in – or resistance.

This is why I developed The BYBV Empathy Map – a tool to help leaders step into the mindset of their stakeholders before making a proposal.

🔗 Download the Empathy Map tool here.

How to Use the Empathy Map for Buy-In:

1. Thinks & Feels
2. Sees
3. Hears
4. Says & Does
5. Pains
6. Gains

By using the Empathy Map, leaders don’t just push ideas – they tailor them to resonate with each stakeholder’s motivations.

But getting individual buy-in isn’t enough. You also need to show that others support your idea – which is where Social Proof comes into play.

3. Social Proof: Getting Others to Champion Your Idea

Robert Cialdini, in his work on persuasion, explains:

“People look to the actions of others to determine their own.”

In simple terms: the more people see others supporting something, the more likely they are to follow.

How to Use Social Proof for Buy-In:

✅ Highlight early adopters.

• If a few influential people support the idea, mention them.
• Example: “The finance team has already started using this method with great results.”

✅ Share success stories.

• Show how similar initiatives have worked elsewhere.
• Example: “This approach reduced errors by 20% in another department.”

✅ Use data and testimonials.

• People trust numbers and real-world evidence.
• Example: “90% of teams using this model report higher efficiency.”

Social proof lowers perceived risk. When people see peers supporting an idea, they feel more comfortable backing it themselves.

But how do you turn early interest into long-term commitment? That’s where Commitment & Consistency comes in.

4. Commitment & Consistency: Securing Long-Term Buy-In

Cialdini’s Commitment & Consistency Principle states:

“Once people commit to something small, they are more likely to stay consistent with that commitment.”

In leadership, this means that if you secure small ‘yeses’ early, people are more likely to support the full vision later.

How to Use Commitment & Consistency for Buy-In:

🔹 Ask for a small step first.

• Instead of demanding full agreement, get people to commit to a small action.
• Example: “Would you be open to testing this in one pilot team?”

🔹 Reinforce past commitments.

• When someone expresses early interest, remind them of it later.
• Example: “Last month, you mentioned that improving efficiency was a top priority – this project aligns perfectly with that goal.”

🔹 Make buy-in public.

• People are more likely to stay committed to something they’ve agreed to publicly.
• Example: “Since we all agreed last week that efficiency is a key priority, this next step aligns with that commitment.”

By securing small commitments early and reinforcing them, leaders turn initial buy-in into long-term support.

The Bottom Line: Influence Happens Before the Big Conversation

If you want your team to buy into your vision, don’t rely on a single presentation or meeting. Build buy-in before you ask for full commitment.

How to put this into practice immediately:

✅ Hold the “meeting before the meeting” to engage key stakeholders privately.

✅ Use the Empathy Map to understand what each person values.

✅ Leverage Social Proof to make your idea feel safer and more accepted.

✅ Secure Small Commitments First to create consistency in support.

Buy-in isn’t about convincing people. It’s about engaging them early, making them feel part of the process, and reinforcing their commitment over time.

When you influence before you ask, people won’t just agree with your vision – they’ll take ownership of it.