Not All “No’s” Are the Same

Buy-in isn’t about pitching harder, it’s about listening better.

By Hannah Baker

Dear Reader,

I hate the question “How do I get buy-in?”

Not because it’s a bad question, but because it flattens something complex into a one-liner.

It makes it sound like there’s a magic sentence you just haven’t found yet. Like all you need is the right slide deck, the right case study, or the right stakeholder charm to get a “yes.”

But I hear it all the time from smart, motivated people trying to push for something that matters:

• A designer trying to justify research time when the roadmap is already packed
• A facilitator trying to get a team to do a workshop in a culture that doesn’t do workshops
• Someone who knows the current way isn’t working, and wants to try something different

They say, “How do I get buy-in?”
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But what they really mean is:

And more often than not, that friction isn’t about the idea at all.

It’s about what’s around it.

Resistance

It might sound like:

• “We don’t have time.”
• “That’s not really how we do things.”
• “I’m not sure that’s a priority right now.”

But what it usually means is:

• “I don’t see the problem you’re solving.”
• “I don’t know if this will be worth the effort.”
• “I’m not sure I’m ready to give up control.”

So instead of trying to push harder, you need to step back and ask:

3 Types of Resistance (and What to Do)

If you want real buy-in, stop pitching and start diagnosing.

Here are the three most common types of resistance and how to respond to each.

1. Lack of Awareness
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“I don’t think this is a problem.”
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Why it happens:

People don’t resist what they know to be painful. They resist what they don’t see yet. If they haven’t experienced the issue themselves, they won’t connect it to your solution.
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You’ll notice:

• Blank stares when you explain the problem
• Pushback like “That doesn’t seem like a big deal”
• Surprise at something you assumed was obvious
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Try this:

Don’t pitch the solution. Illuminate the problem.

• Use data from support tickets, adoption rates, or rework cycles
• “What did we learn too late on the last project?”
• "What’s something we keep stumbling on?”
• Start a “missed opportunity” log to build your case over time

Instead of saying:

Say:

Why it works:

You’re not asking them to change their mind. You’re helping them see what you see.

Once they feel the cost of ignoring the issue, they’re much more likely to care about the fix.

2. Competing Priorities

“We don’t have time.”
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Why it happens:

This isn’t rejection—it’s triage. Your idea might make total sense, but when teams are underwater, they protect their focus. Everything sounds like extra.
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You’ll notice:

• People say “I love this, but not now”
• You get positive feedback with no follow-through
• Ideas keep slipping off the calendar
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Try this:

Reframe your idea as a shortcut, not an add-on.

• “We’re trying to reduce churn, right? A 30-minute user check-in might help us avoid building the wrong thing.”
• “We’ll try it once. I’ll run it, and if it’s not helpful, we skip it next time.”
• “This might actually speed us up by getting clearer sooner.”

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Still getting a no? Try it anyway (quietly)

Do it if it’s low-risk, low-effort, and in your scope.

Don’t wait for permission to test something harmless.

Then say:

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Why it works:

You’re removing the need for belief by generating a story. You're showing, not telling, that your idea is worth repeating.

3. Ego or Ownership Concerns

“That’s not how we do things.”
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Why it happens:

This is about identity and control. When someone feels like you’re stepping into their territory or undermining their expertise, they resist, even if the idea is good.

It’s not always about arrogance. Sometimes it’s just protection.
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You’ll notice:

• Deflection or vague discomfort
• Comments like “Who decided this?” or “Let’s not overcomplicate things”
• Lack of engagement in the conversation
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Try this:

Offer respect, not responsibility.

• “You’ve seen a lot of versions of this, I’d really value your take.”
• “I’ve sketched something I think could help. Mind giving it a quick look?”
• “You don’t need to do anything, I’ll take it from here. Just want to make sure I’m not missing something important.”
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Why it works:

This keeps their status intact. You’re not asking them to approve or co-own, you’re giving them a heads-up and showing respect. That often shifts the energy from “No” to “Okay, I’ll hear you out.”

TL;DR

Buy-in isn’t about persuasion. It’s about precision.

Start by listening. Get curious. Don’t try to overcome resistance, try to understand it.

Once you know what kind of “no” you’re facing, you can respond with the right kind of yes.

Because getting buy-in isn’t about changing someone’s mind.

It’s about creating the conditions for someone to join you.

Thinking of turning this into a mini-guide, decision tree, or workshop prompt.

Let me know if that’s something you’d use; I’d love to explore it.

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Until next time!

Hannah Baker ​Facilitator & Co-Founder ​The Fountain Institute ​

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