Tips for Getting Exec Buy-in on Comp Changes

Dear Calcy,

What advice do you have for getting executive buy-in when you're recommending a change to your incentive compensation program?

Sincerely,

Seeking Support

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Dear Seeking Support,

Securing executive buy-in for changes to your incentive compensation program is no small feat, but it’s an essential step to align your organization and drive results. Leaders often need assurances that proposed changes are rooted in data and strategically aligned with broader business goals.

Luckily, after years of practice (and a few missteps along the way), I’ve learned some key strategies to help build that confidence:

1. Root Your Proposal in Data
   Start with the metrics that matter most to executives—such as revenue growth, quota attainment rates, and cost efficiency. For example, if historical data shows underperformance due to overly complex or misaligned incentive plans, illustrate how your proposed changes directly address those challenges. A simple, compelling data story can speak volumes.
2. Align with Strategic Priorities
   Demonstrate how the updated incentive program supports the company’s overarching goals, such as entering new markets, driving cross-sell opportunities, or improving retention. If executives can see a clear line between your proposal and their objectives, they’ll be more inclined to endorse it.
3. Show Clear Assumptions and Scenarios
   Executives appreciate transparency. Share the key assumptions behind your proposal, such as productivity lifts or expected improvements in quota attainment. Include scenario planning to illustrate both best-case and fallback outcomes, ensuring they understand the full range of potential impacts.
4. Start with a Collaborative Foundation
   Involve key cross-functional stakeholders, like finance, HR, and sales leadership, early in the process. Their input ensures that your proposal is not only practical but also well-received when presented to the executive team.
5. Make It Digestible
   Use visuals, such as simple charts and summary tables, to distill complex information into executive-friendly formats. Highlight the high-level insights first, saving the granular details for follow-up discussions.
6. Pilot the Change
   Suggest piloting your proposal with a subset of the sales team. This provides an opportunity to gather feedback, demonstrate impact, and refine the program before rolling it out company-wide.

Above all, approach the conversation with confidence and a clear vision of how your incentive program will drive the results your leadership team cares about most.

Wishing you success!

Calcy