How Marketers Get Buy-In (Without Feeling Like a Salesperson)

Ever feel like you’re a marketer who suddenly has to switch hats and become a salesperson—just to convince your own team about a new technology, a bigger ad budget, or a complete pivot in strategy? You’re not alone.

Marketing is about persuasion, sure, but when it comes to internal buy-in, the secret isn’t acting like a salesperson. It’s doing what good marketers do best: knowing your audience, communicating value, and building empathy.

In a past episode of the Demand and Ops Unboxed Podcast (then called Marketing Unboxed), my co-host at the time, Ali Schwanke, and I dove into the nitty-gritty of how marketers can effectively get buy-in from colleagues, executives, finance teams, or even folks on the same marketing team who just aren’t on the same page.

Below are some key takeaways we hope will empower you to get people on board with your ideas—while still feeling true to your identity as a marketer.

1. Understand “They Don’t Get It” Means You Have Work to Do

One of the biggest hurdles in getting buy-in is thinking they just don’t get it. As marketers, we sometimes forget to market to our internal stakeholders. When you hear yourself saying, “They just don’t understand why we need this platform” or “They’re stuck in an old-school mindset,” pause and ask: Have I truly put myself in their shoes?

• Empathy First: Just like you’d create buyer personas for customers, consider creating internal personas for your finance or executive teams.
• Identify Motivations: Is your CFO focusing on ROI and budget constraints? Is your CEO concerned about brand reputation? Craft your pitch around their priorities.

Seth Godin has famously said that perfect empathy is impossible—but getting close to truly understanding your audience is the art of marketing. That art applies both externally and internally.

2. Align on Shared Goals (Avoid the Silo Trap)

It’s much easier to sell someone on an idea when you’re all rowing in the same direction. Silos in organizations can pit sales against marketing or finance against everyone. If you’re facing this, the real issue might be a bigger organizational problem rather than just a marketing hurdle.

• Identify Common Ground: Whether it’s increasing revenue, building brand credibility, or improving customer experience, make the shared end goal clear.
• Highlight the Customer: Ultimately, the success of any initiative should benefit your customers. Show how your proposal directly improves customer satisfaction or solves a known pain point.

When everyone understands they’re working toward the same ultimate objective, individual departments start feeling less territorial—and more collaborative.

3. Embrace Change (Even When It Makes You Look “Wishy-Washy”)

In marketing, change is the only constant. Tactics that worked two years ago might be outdated now. So how do you handle shifting strategies without looking flaky?

• Set Expectations for Change: Be upfront that marketing is fluid. What works today may need tweaking tomorrow.
• Communicate Wins and Losses: Show how a past tactic led to diminishing returns, then explain the new approach. People will trust you more when they see you’re monitoring results and adjusting accordingly.

By openly acknowledging that marketing is ever-evolving, you’ll cultivate a culture that adapts readily instead of clinging to outdated tactics.

4. Prove It with Real-World Data

Nothing convinces leadership faster than data—especially if it’s coming straight from customers. If you’re proposing a new platform or strategy, tie it back to real conversations, support tickets, or feedback from the field.

• Field Data Over Internal Opinions: Screenshot customer service chats, quote testimonials, or reference a quick survey you ran. Show real quotes that connect your idea to genuine customer needs.
• Small, Consistent Updates: If you’re pushing a long-term strategy like SEO or a content campaign, keep stakeholders informed about incremental milestones: “We’ve posted 7 out of our planned 10 videos so far,” or “We’re maintaining an on-schedule content calendar with consistent growth in views.”
• Anticipate the ROI Timeline: Let everyone know upfront that real results might take months. Keeping them updated reduces anxiety and positions you as someone who delivers on what you promise—one step at a time.

5. Leverage Communication Channels

If you’re in a remote setting or part of a large organization, you might lose out on “hallway” or “watercooler” moments that naturally spread ideas. Find alternate ways to share marketing insights across the company.

• Publish Internal Blogs or Newsletters: A quick weekly update on marketing progress or customer insights can go a long way.
• Host Cross-Functional Check-Ins: Invite sales, finance, and product teams to short sessions where they can see firsthand what marketing is up to.
• Repurpose Content Internally: Record a short video demo of how a new platform will improve everyone’s work. Reuse the same content in emails, Slack channels, or internal wikis.

The more you reinforce the same message, the more likely it is to stick. Think of it as “internal retargeting.”

6. Help Key Stakeholders “Discover” the Idea

If you’ve ever dealt with a boss who reads a single book, attends a conference, and then wants to revamp everything—this tip is for you. Sometimes people trust their own discoveries more than a recommendation from you.

• Send the Right Materials: Forward articles, case studies, or interviews that support your stance. Let them arrive at the conclusion themselves.
• Encourage Brainstorming: Share your initial thoughts, but leave enough room for others to chime in. If they feel ownership, they’re more likely to support the final decision.

No one likes to feel “sold” to, even inside the same company. Giving them space to claim the idea as their own can be a powerful buy-in tactic.

7. Know When It’s Time to Move On

A tough reality is that not every culture supports open dialogue or values marketing’s perspective. If you’re in a place where you’re belittled or never allowed to speak, you may be facing a toxic environment.

• Differentiate Between a Tough Audience and Toxic Culture: Healthy debate and occasional rejection can push you to clarify your ideas. But if your input is never welcomed, it’s time to reconsider.
• Believe You Deserve Better: If leadership isn’t receptive to data or customers’ voices, or if you’re perpetually dismissed, remember you’re not stuck. High-quality marketing talent is always in demand elsewhere.

Key Takeaways

1. Empathy isn’t optional: Treat your internal stakeholders like a target audience. Understand their motivators and challenges, then address them head-on.
2. Clarity conquers skepticism: Define your goals, timelines, and expected outcomes clearly, so no one is left guessing.
3. Over-communicate your process: When results are still months away, share the small victories and consistent execution you’re delivering in the meantime.
4. Help them see the idea as theirs: Provide the right information and space for your team or leaders to “discover” the conclusion you’re aiming for.
5. Stand your ground or find better ground: If you’re perpetually ignored in a toxic culture, remember you have the power to walk away and find a better fit.

Final Thoughts

Getting buy-in isn’t about learning aggressive sales tactics—it’s about being a good marketer. Employ empathy, understand your internal audience’s pain points, and leverage the same fundamental strategies you’d use to convert external prospects. And if you find yourself in an environment that simply won’t listen, it might be time to pivot to a place where your voice is valued.

Remember, if you’re outside your comfort zone trying to persuade others, you’re probably on the right path. Keep learning, keep iterating, and keep moving forward. After all, that’s the spirit of marketing—both inside and out.

Thanks for reading! If this resonates or you want to explore more on building internal buy-in, feel free to check out our podcast episode “How Marketers Get Buy-In” and be sure to subscribe.