Getting staff buy-in for new processes: What does it take?

Have you ever tried implementing a new process or technology in your accounting firm only to be met with resistance? I’ve seen it happen too many times in several places of work. Reaction to change really comes down to your company culture and whether you have a change management model in place. 

If you’ve created a culture of learning, you’re more likely to be met with staff members who are excited about a new business process or an addition to your tech stack. But on the flip side, if your culture is unhealthy, you’re going to get pushback and defiance. 

Without a learning culture and a change management model, you’re probably not going to get the employee buy-in you need when it comes to implementing something new. But don’t worry, we can help with that. 

In this blog, we’re going to cover: 

• The importance of staff buy-in. 
• The ways to achieve staff buy-in. 
• The role that change management plays. 
• What you can do to overcome resistance. 

Ready to get started? Good. Me, too. Let’s get into it. 

What is staff buy-in, and why does it matter? 

If there’s one constant in life and business, it’s change. Whether your business model changes, you implement new applications or processes, or you merge with another firm, it’s imperative that you have staff buy-in. 

So, what is staff buy-in? 

Staff buy-in is when your employees are willing to support and actively participate in organizational changes. It isn’t just compliance—it involves genuine enthusiasm and a commitment to the new direction. 

Why does buy-in matter? 

Getting buy-in from your staff is extremely important to the success of your firm. When your team is invested in—and supportive—of changes, there are several benefits, including: 

• Smoother implementation of new processes. 
• Increased productivity and efficiency. 
• Improved morale and job satisfaction. 
• Reduced resistance and conflict. 
• Better overall outcomes for your firm. 

When your staff has buy-in to change, they become advocates and drivers for the change. This, in turn, contributes to your business’s overall goals. And it’s also why a change management model is important. (But more on that later.)  

If you’re hearing phrases like… 

• “This new system isn’t going to work for us.” 
• “I’ll do it if I have to, I guess. But I really don’t see the point.” 
• “The old way worked just fine. Why do we need to change?” 

…then it sounds like you have some work to do. Let’s talk about how you can get staff buy-in. 

5 ways to achieve staff buy-in 

I’ll admit…I may not be the first one to jump for joy when a new process or technology is introduced. I’m human, right? We all are. We know change is inevitable and that there are always new ways of doing things. But how I react to change really depends on how it’s delivered. 

There’s a big difference between “This is what we’re doing now because I said so” vs. “Here’s the problem we’re trying to solve, and here’s why we’re doing this.” They’re both telling me we’re doing something new/different, but the approach and messaging behind both are wildly different. I personally respond much better to the latter. How about you? 

Anyway, let’s discuss five strategies for achieving staff buy-in. 

1. Communicate, communicate, communicate. 

The most important thing you can do is provide open and transparent communication. When you introduce a new process or change: 

• Explain the reasons behind the change. Staff want to know how they’ll be impacted and why the change is happening. 
• Outline what benefits your team will see and how it will also benefit your firm. 
• Address the potential concerns your staff may have proactively. 
• Use multiple communication channels (e.g., virtual meetings, email, Teams/Slack) to ensure everyone is privy to what’s going on. 
• Encourage candid feedback and two-way communication. 

2. Involve your staff in the process. 

When your staff feels that their input is valued and wanted, they’re more likely to buy in to changes. Be sure to: 

• Form cross-functional teams to help make contributions to the change process. 
• Conduct surveys to gather ideas and feedback. 
• Appoint “change champions” to help promote the change for the teams or departments involved. 

3. Provide thorough training and support. 

It’s important that your team feels like they’re fully equipped to handle new processes or technologies. To achieve this, make sure to: 

• Offer comprehensive training. 
• Provide helpful resources and ongoing support. 
• Consider programs for peer-to-peer learning. 

4. Lead by example. 

Many staff members will look to leadership and how they react to change. When leaders demonstrate an enthusiastic commitment to change, they: 

• Actively participate in training sessions and encourage others to do the same. 
• Actually use the new processes or technologies themselves. 
• Remain supportive and positive throughout the transition. 

5. Celebrate every small win. 

Change is hard. That’s why it’s important to acknowledge the progress made during a time of transition. Boost morale and maintain momentum by: 

• Setting and acknowledging short-term goals. 
• Sharing the positive impact the new process or change is making on staff and the firm. 
• Recognizing individuals or teams that embrace the change. 

When you hear phrases like… 

• “I’m really excited about this new process (or technology)! It’s really going to help us serve our clients better.” 
• “Change can be hard, but I see how this will help us in the future.” 
• “I’m proud to be part of a firm that’s always looking for ways to improve and grow.” 

…then you’re definitely on the right track. 

Remember, when you have a culture of learning, getting staff buy-in is going to be that much easier. But it also helps to have a change management model in place. So, let’s talk about that for a bit. 

What role does a change management model play? 

Before we talk about the role a change management model plays in your business, let’s do a quick review of what it is. In its most basic form, change management is the systematic approach to transforming organizational goals, core values, processes or technologies. 

A change management model helps firms navigate transformation by: 

• Providing a framework for planning and implementing changes. 
• Minimizing any resistance and disruption (hello, staff buy-in). 
• Ensuring clear communication throughout the entire transition. 
• Aligning changes with the firm’s strategies and goals. 
• Supporting staff during the transition. 

There are several change management models out there. But no matter the model you choose, keep in mind that they all follow these five general guidelines for execution: 

1. Develop a strategy. 
2. Identify roles and responsibilities. 
3. Develop and document processes. 
4. Train your staff. 
5. Review and follow up. 

So, what role does it play in your business? 

Since a change management model provides a structured framework for planning, implementing and sustaining changes within your business, it offers a systematic approach to guiding your transformation process. And it ensures that all aspects of the change are addressed. 

The goal of a change management model is to increase the success rate of organizational changes. It should create awareness and increase staff desire and ability to accept and implement changes (i.e., staff buy-in). And it helps reinforce and sustain these changes in the long run. 

Experiencing resistance? Here’s what you can do… 

Even the firms with the best change management models in place experience resistance. I’ve said it before, and I’ll say it again: Change is hard. A little pushback is inevitable. But there are some things you can do to address and overcome resistance. 

1. Identify the root cause. Investigate why some employees may be resistant so you can address their concerns. It could be they’re afraid of losing their job or anxious about a possible increased workload. Or it may just be a lack of understanding. 
2. Address concerns individually. A team meeting isn’t the place to ask people to speak up. (No one needs to be put on blast.) Meet with staff one-on-one to actively listen and provide clarification and—most importantly—reassurance. 
3. Emphasize how it benefits them. Employees need to understand how the new change is going to benefit them personally. For example, explain how the new process or app will make their jobs easier or more efficient. 
4. Create a culture of candid feedback. It’s important to be flexible and open to what your team has to say—both good and bad. Regularly check in with your team and be open to modifying a new process if valid concerns arise. 

Lead the path of least resistance 

Change is inevitable. We’re well aware of this. And implementing changes in your firm can be challenging. But with a culture of learning and a change management model in place, you’re well on your way to getting staff buy-in. 

If you’re in a leadership position, your staff is looking to you during times of transition. Remember to keep the lines of communication open, involve your staff and lead by example. It may take time, but good things come to those who persevere. You’ve got this. 

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