The Magic Formula to get Buy-in

The Magic Formula to get Buy-in

There is a magic formula to get buy-in.  It is used every day with successful sales people.  They drive results by tapping into the psychology of their listener.  You can use it for simple sales, but it becomes infinitely more important with the complex sale.  Follow this nine step formula when creating a presentation when you want to get buy-in from a stakeholder or principle.  Let’s dive into the magic formula to get buy-in.

RELL Magic Formula to get Buy-in ScreenshotObjective

What are you trying to accomplish?

We should caveat this process.  It assumes you have already done your due diligence and found the pain points or opportunities for your listener.  Sales is built on the premise that you can solve a problem someone is having.

As Dr Covey has stated for years, start with the end in mind.  You want to bottom line where you are going to end up.  It allows for them to emotionally get ready to agree.  The balance of the magic formula to get buy-in is to help get them there.


People don’t buy with logic.  They buy with emotion.  Your evidence at this stage is the demonstration of the problem you are going to solve.  By providing proof that there is a problem, you help them logically reinforce the need for a solution.  This process will bounce a little back and forth to the right and left sides of the brain.


People don’t buy a drill because they want a drill.  They buy one because they want a hole.  Don’t talk about your product or service.  Talk about what benefits your product or service offer the listener.  Focus on what’s in it for them.


Back your benefits with data filled examples of how people’s lives are better with your product or service.  Data speaks volumes to reinforce the decision your listener’s emotions wants to make.


The next step in the magic formula for buy-in is addressing the obstacles.  What are the challenges the listener is going to have?  You want to cover objections before they come up.  It’s always better to tackle things head on than wait until the end then have to field a long list of why the listener doesn’t think this will work.


After addressing the challenges, you are going to flow into how you have already handled them.  This allows you to show you have thought ahead.  You are anticipating and making a smooth path for the listener.


Who is responsible for what?  How are you defining the measure of success?  You want to define these things for the listener so you can have better control of the metrics and implementation.


Great ideas happen every day.  They are worthless unless they are executed on.  You will want to outline what the timelines are and what will be accomplished when.


This is where you start laying out the next steps.   It’s where you close and put in place what comes next and set the expectations.  You will also address gauging what success looks like for the listener.


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