Use this simple tactic to get employees at every level to buy-in to a testing program

"How do I get buy-in for an experimentation program within my organization?"

This question has been asked repeatedly throughout the experimentation community for over seven years—which suggests the field hasn't discovered truly helpful answers yet.

The most common answer

Fellow panelist Pete Koomen, CTO of Optimizely, suggested that experimentation programs often require "top-down" directives. His recommendation: show executives the financial projections of what they stand to gain—or lose—without a testing program.

While getting a directive from the top certainly matters, it apparently isn't the complete solution. Otherwise, the question would have stopped being asked at every experimentation conference years ago.

Approaching the question from a new angle

The solution may lie in something more fundamental: people management.

The stakeholders vary by organization—sometimes it's the CEO, sometimes mid-level managers, designers, or developers. But the approach should be consistent: have honest, one-on-one conversations with the people you need buy-in from.

Here's the key insight: **the people you're trying to get buy-in from likely do not have a problem with an experimentation program. They have a problem with how that program will impact them and their day-to-day work.**

Changes create uncertainty and fear. When you listen more than you speak, you start to understand what's actually driving the resistance.

Where to start and what to listen for

When starting these conversations, share your vision first—then ask open-ended questions to uncover the real concerns. Common sources of resistance include:

• Fear of becoming irrelevant or being replaced
• Concerns about added workload without additional resources
• Worry about public exposure when tests fail
• New program initiatives not reflected in their goals or compensation
• Uncertainty about how their day-to-day responsibilities will change

Once you've identified the fear, develop a solution that speaks directly to it. Then follow up regularly to show you've heard them.

Parting words

The organizations with the strongest testing programs aren't just the ones with the best tools or the most data. They're the ones with the best managers—people who communicate clearly and consistently at every level of the organization.