Securing Leadership Buy-in

Some days, HR feels like the set of a reality show.

We’ve got secrets, we’ve got drama, and sometimes we’re just out here trying to make it through the day without crying in a supply closet and telling ourselves to “let it burn.”

But instead of burning it all down, I’m here to share some REAL HR confessions I’ve received—because sometimes, knowing you’re not alone is the best therapy! 

The theme of the day? Securing buy-in. 

Because getting leadership to care about HR initiatives sometimes feels harder than getting a group text to agree on dinner plans.

Spoiler: It’s not you, it’s them. 

But I’ve got some tips to help you make sense of the madness! 

Without further ado, here are some confessions! ♬

(I can’t hear the word “confessions” without thinking about Usher’s album from the early 2000’s, so sorry but not sorry for the subtle references!)

Confession #1: “I’m the Sole HR Person on an Island of Egos”  

“Our CEO and COO are our ‘leadership team’—both straight, white, able-bodied, cis males. The COO directly supervises 7 of our 9 full-time employees, including me. I consistently get pushback on anything that would grow HR’s footprint. Ideas like consistent job tiers, compensation transparency, bias training, and employee development? Met with defensiveness and ego. It’s lonely, frustrating, and disappointing. I see so much potential to create a company that truly cares for its people, but it feels like we’re passing it by.” 

Sincerely yours, 

An Director of Accounting & HR, team of 1 at a startup less than 20 people 

---

Oof. First off, let me just say: I see you. 

Being the lone HR voice in a room full of egos is mind-bogglingly exhausting!

But here’s the thing: you’re not wrong. Your ideas are solid. 

The problem isn’t your vision; it could be how you’re framing it.   

How I’d Handle It:  

• Ask them where they see the most opportunity: Yes, you are the expert and not them but their responses could give you A LOT of insight into what they care about. With that insight you could pick and choose the initiative that aligns closest and then frame it as “I heard your concerns so here’s what I’ve developed to address them.” People ultimately want to be heard. 
• Speak Their Language: CEOs and COOs care about two things: money and control. So, frame your ideas in terms of ROI and efficiency. For example, instead of saying, “We need bias training,” try, “Reducing bias in performance reviews can improve retention and save us $X in turnover costs.” Make it about the business, not their egos.  
• Start Small: Instead of pitching a full-blown HR overhaul, pick one small win. Maybe it’s creating a basic compensation framework for one department. Prove the value, then scale. Leadership is more likely to buy in when they see results, not just hear ideas.  

Confession #2: “I Have Vision, But No Authority”  

“I’m struggling with leadership that has no vision. There are so many organizational problems that need to be addressed, but I lack the authority to make changes. I see what needs to be done, but I can’t move the needle.”  

The classic “visionary without a throne” dilemma. 

It’s like being the only one at a potluck who brought a main dish while everyone else showed up with napkins. You’ve got the ideas, but no one’s letting you near the stove! 

Sincerely yours, 

An HR Director with a company size of greater than 500 but less than 1,000 employees.

How I’d Handle It:  

• Build Allies: You don’t need authority if you have influence. Find allies in the organization who can champion your ideas. Maybe it’s a department head who’s feeling the pain of poor processes or a manager who’s tired of turnover. Get them on your side, and suddenly your voice gets louder.  
• Create a Business Case: Leadership may not care about your vision, but they’ll care about the bottom line. Put together a quick, data-driven case for why your ideas matter. For example, “If we fix X, we can save Y hours and Z dollars.” Make it impossible to ignore.   

The Bigger Picture: Why Buy-In Matters 

Here’s the thing about securing buy-in: it’s not about convincing people to care, it’s about showing them why they should care. 

And sometimes, that means reframing your ideas, starting small, and building a coalition of support.  

But if we’re being honest—it’s also about picking your battles. 

Not every hill is worth dying on, and not every leader is going to get it. And that’s okay. 

Your job isn’t to change their minds, it’s to create the best possible environment for your people, even if it’s one small win at a time.  

If these confessions resonated with you, you’re not alone. 

HR is messy, frustrating, and sometimes downright ridiculous. 

But it’s also incredibly rewarding when you get it right.  

Spoiler alert: You don’t have to go at it alone! You’ve got me and my friends at HiBob get it too! 

They’ve got tools and insights to help you build a better workplace, even when leadership is dragging their feet.  

I’m pumped to be partnering with them on this Confessions series because their platform can help solve most of the issues we’re facing in HR! 

Remember the example earlier about reducing bias in performance reviews? 

HiBob has the tools to help you both win buy-in by making it easy to track retention and turnover costs but also solve the problem with standardized performance reviews. You know the right thing to do, and with HiBob’s ability to collect and present data, your leader will too.

My favorite part? They even have data insights that are PROACTIVE and can help you uncover problems before they become real fire drills. Building that business case ahead of time will save your future self a lot of headaches!

The bottom line: understanding your data actually helps you get better buy-in. 

Stayed tuned for more of these confessions as part of the Hi, I Hate it Here confessional series! Want to share your story and have a chance to be featured? You can do so here!

---

Now, if you’ll excuse me, I’ll be over here listening to Usher and dreaming of a world where HR gets the buy-in it deserves.  

XOXO,  

Hebba Youssef