Podcast Summary: Becker Business

Episode: The Importance of Buy-In During Change with Liz Hutson of EGH, LLC

Date: October 23, 2025
Host: Chanel Bunger (standing in for Scott Becker)
Guest: Liz Hutson, Principal Consultant & Owner, EGH LLC

Episode Overview

In this episode, Chanel Bunger interviews change specialist Liz Hutson about the crucial role of obtaining organizational buy-in during periods of transition. Liz shares her professional insights on why buy-in is often overlooked, the significant advantages it offers for smooth change implementation, and actionable steps for leaders to engage teams throughout this process. The discussion is practical and candid, rooted in Liz’s hands-on consulting experience.

Key Discussion Points & Insights

1. The Common Mistake: Skipping Team Buy-In

• Leaders often analyze and decide on changes (mergers, sales, consolidations, etc.) from the top without adequately bringing the team along.
  • “A lot of times...leadership...runs the analysis for change...and we could see that it's perhaps a good financial or strategic idea. But now it's time to get the team on board.”
    — Liz Hutson [00:29]
• Teams left out of the process can feel confused or resistant, as they haven’t seen the “why” behind the change.
• When the team isn’t engaged early, there’s a risk of disconnection and resistance, even if the change makes sense strategically.

2. Three Essential Steps to Building Buy-In During Change

Step 1: Meet the Organization Where They Are

• Leaders must take time to understand team members’ initial reactions—whether anger, sadness, or confusion.
• Validating feelings creates space for honest conversation and makes people more receptive:
  • “If we bulldoze past it, they're not going to feel heard... They'll probably dig their heels in, in fact. But I find that when people feel heard, they're much more likely to share what's going on.”
    — Liz Hutson [01:34]
• Explaining the “why” behind the change can help team members envision and get excited about the future state.

Step 2: Gather Insights from Key Stakeholders

• Tap into the perspectives of subject matter experts, stakeholders, and front-line team members.
• Collecting feedback ensures that unique strengths (“bright spots”) are preserved and potential pitfalls are identified.
  • “We don't want to lose sight of what has made the organization uniquely good at what they do because of this change... Those people will also be able to give you some insights on what are some of the watch outs.”
    — Liz Hutson [03:18]
• Insights from the ground level make the path forward more robust and tailored to real challenges and opportunities.

Step 3: Co-Create the Future State Pathway

• Involve the team in constructing the roadmap for change implementation.
• When teams help create the plan, they:
  • Identify real obstacles and feasible solutions.
  • Feel a sense of ownership and accountability.
  • Are “much more bought in than if it's being forced upon them.”
    — Liz Hutson [04:48]
• The destination doesn’t change (“We’re not changing where we’re going”) but the how and the process benefits from collective wisdom and builds enthusiasm.
• The result: faster, stronger, and more confident execution.

3. The Business Case for Buy-In (and Addressing Objections)

• Leaders often rush past the engagement step because it “feels like it takes time” and comes off as “fluffy,” but this initial investment pays off by reducing resistance later.
  • “It actually saves time through the overall process...it actually helps with project number 2 and 3 and 10. They're much more excited about the organization and the culture and the feeling of belonging.”
    — Liz Hutson [06:36]
• Early and authentic engagement sets a positive tone for future initiatives and boosts overall morale and culture.

Notable Quotes & Memorable Moments

• On validating emotions:
  “If we don't, if we bulldoze past it, they're not going to feel heard, they're not going to feel very interested. They'll probably dig their heels in.”
  — Liz Hutson [01:33]

• On maintaining organizational strengths:
  “We don't want to lose sight of what has made the organization uniquely good... How do we keep those bright spots, highlight those bright spots, keep them going, but then navigate through and move forward?”
  — Liz Hutson [03:22]

• On the logic of inclusion:
  “When their fingerprints are on the plan, they feel accountable for it... There’s definitely going to be much more certainty and will be more confident about it.”
  — Liz Hutson [04:42]

• On the business case for buy-in:
  “It feels like, do we really want to make time for what feels a little, I don’t know, like fluffy. And it’s true, it does take a little bit longer at the start. But net net when you look at it over time, it actually saves time through the overall process.”
  — Liz Hutson [06:14]

Key Segment Timestamps

• 00:21-03:05 — The importance of buy-in and meeting people where they are
• 03:12-04:20 — Gathering stakeholder insights and preserving strengths
• 04:28-06:00 — Co-creating the future and fostering ownership
• 06:06-07:29 — Why early investment in buy-in pays dividends for overall organizational health and change success

Conclusion

Liz Hutson’s approach emphasizes that effective change is not simply a matter of strategy or numbers but deeply rooted in human engagement. Involving teams, validating their concerns, and co-creating solutions leads to lasting buy-in, less resistance, and a resilient organizational culture. Leaders who take the time up front see returns not only in the success of the current change but in the enduring enthusiasm of their people.