In addition to my previous perspective on the same article , it's now risen to utmost importance is the Program teams navigate and align organizational objectives with key stakeholders goals not only to ensure buy ins but long term support 1. Effectively charter program's SMART objectives with realisation criterias 2. Conduct iterative stakeholder assessment to effectively monitor resistant , supportive and influential roles 3. Map long term objectives to departmental / process goals ensuring full support , guidance & progressive feedback 4. form broader coalition to project process & business owners as key champions

From a music executive perspective: 1. Understand company goals—increasing market share, expanding global presence, breaking new artists, or growing streaming revenue. 2. Articulate how the program will drive measurable business outcomes - rev. growth, audience engagement, brand equity). 3. Present the program - not a functional initiative - as a vision that supports the mission and cultural ethos. 4. Secure informal buy-in from key influencers before going to top execs. 5. Set clear KPIs and success metrics from the beginning. 6. Keep it Brief and Impactful Executives have limited time. Distill your message into a concise, compelling narrative: “Here’s the opportunity, here’s the impact, and here’s how we’ll execute.”

In my experience, executive buy-in starts with diagnostic precision. I begin by asking leadership directly: “What’s keeping you up at night?”—then reverse-engineer the program’s objectives to target those pain points. From there, I align metrics to the org’s scorecard—whether it's CAP compliance, revenue per adjusted patient, or staff retention—so leadership sees their priorities reflected from day one. Quick wins matter, yes—but so does showing that you're not adding another initiative; you're building infrastructure around what matters most to them.

To secure executive buy-in and align programme objectives with organisational goals, you must clearly demonstrate strategic value. Begin by articulating how the programme directly supports key business priorities, using language and metrics that resonate with the executive audience—such as risk reduction, cost efficiency, competitive advantage, or regulatory compliance. Engage stakeholders early through briefings and consultations to build trust, tailor messaging to their interests, and incorporate their feedback. Present a clear roadmap with measurable outcomes, ensure ongoing visibility of progress, and tie success metrics to corporate KPIs. Ultimately, alignment is achieved through strategic communication, relevance, and shared ownership

Executive buy-in is essential in sales and community roles where success depends on cross-functional alignment and visible ROI. I approach it like an athlete preparing for peak performance: with strategy, accountability, and momentum. I tie initiatives directly to metrics execs care about—pipeline velocity, average deal size, customer LTV, or community-driven SQL growth. I involve leadership early, turning them into advocates, not just approvers. Then, I deliver quick wins within 60–90 days—whether it’s closing strategic B2B deals or launching a community campaign that drives measurable engagement. Buy-in isn’t just a meeting—it’s a commitment earned through results.

Getting executive buy-in isn't just about getting a "yes" I'd add a few more elements that have consistently helped me: Speak their language: Focus on how it impacts revenue, market share, risk, or competitive advantage, not just technical details. Anticipate and address concerns: Anticipate executive questions and concerns before your presentation. Address these potential challenges in your pitch to show you've considered Show, don't just tell: Whenever possible, use data, visuals, or even a small-scale pilot to illustrate your points. Identify your champion: Find an executive who naturally sees the value in your program and can advocate for it in leadership meetings. Their internal endorsement can be invaluable.

Back up the bus! Fix the governance process and ensure leadership has ownership & executive sponsorship nailed down. The program management plan lays it all out - e.g., business case, requirements, process & change controls, program schedule, etc.) - without this plan, there is an opportunity for runaway projects & budgets.

Simply put: show and let the situation tell. There is nothing more effective in creating buy-in than having executives feel the early successes and enthusiasm themselves.