Securing Support, Building Trust: Why Buy-In Matters in Compliance

When it comes to institutional change and implementing new processes, gaining buy-in for the plan is critical. In 2022, a team at the University of Memphis (UM) made this strategy their priority. This unfolded when UM officials realized its need to rapidly transition from the Desire2Learn (D2L) Learning Management System (LMS) to the Instructure/Canvas platform. Because this transition required the migration of over 27,000 courses and needed to be completed within six months, all who were involved knew that this would be a daunting task (K16 Solutions, n.d.). However, the UM project/transition team had a strategy; they understood that securing ‘buy-in” from one of their major stakeholders, the faculty, would be the key to a successful integration.

Accordingly, UM’s project leaders involved the university’s faculty early and often in the process. The project team incorporated faculty in their three-phased pilot testing, which gave them visibility to dozens of courses from various schools and colleges across the campus. As such, they were able identify issues, provide critical feedback which prompted real-time adjustments. UM faculty also participated in weekly check-in calls, which helped maintain course integrity and build faculty confidence resulting in a smooth transition with 99.9% data accuracy (K16 Solutions, n.d.)

Although the term “buy-in” is frequently used, it is often misunderstood, both in its true meaning and in the significance it holds for successful implementation and collaboration. While there are many scholarly articles surrounding the term (Kotter and Whitehead, 2010, Martin, 2012, Shtivelband & Rosecrance, 2010), what does “buy-in” really mean?

According to Moon (2009), buy-in is a commitment to agreements about work and it involves some degree of trust between the change agent and stakeholders. Jakobsen (2020) defines it as the process of securing support, agreement, or endorsement from stakeholders regarding a specific idea, initiative, or decision.” All agree that obtaining it plays a critical role in all organizational settings where achieving consensus and alignment among team members is key to effective implementation and long-term success.  

Why Buy-in is a Must

Developing buy-in/support in higher education compliance programs is crucial for ensuring the effectiveness, sustainability, and integrity of institutional operations. It is essential for achieving meaningful, sustainable progress across academic and compliance efforts.

Gaining buy-in also fosters and promotes a culture of integrity and accountability. Instead of viewing compliance as simply a checklist, garnering buy-in reinforces the idea that compliance is part of the institution’s core values.

Having the backing of faculty, staff, and leadership promotes a shared commitment to ethical conduct. Without institutional buy-in compliance efforts can easily become fragmented, overlooked, or unsustainable, putting the institution at legal and financial risk.

Because institutions within academia are often decentralized, securing buy-in ensures that all stakeholders are aligned around shared goals, policies, and practices. Having a mutual commitment improves adherence to policies and regulations, reduces resistance, and fosters a sense of ownership, leading to higher motivation, productivity, and better outcomes. 

Developing Buy-In at Your Institution

Developing buy-in requires a strategic, phased approach that blends communication, collaboration, leadership, and accountability. Here are ten tips, best practices, and actionable steps to help garner support at your own institution.

Secure Leadership Commitment and Alignment

• Conduct briefings with leadership on the compliance risks and institutional impact.
• Ensure visible and sustained support from top leadership (e.g.: Chancellor, President, Provost, Deans).
• Include a public endorsement and inclusion of compliance goals in the institution’s strategic plans.
• Employ leadership to communicate the value and necessity of compliance, setting the tone for institutional culture.
• Incorporate compliance as a standing agenda item in leadership meetings and campus-wide communications.

Engage Key Stakeholders Early in the Process

• Identify key stakeholder groups including faculty, staff, student services, general counsel/legal, IT, and HR.
• Host listening sessions and/or focus groups to gather input prior to launching initiatives.
• Appoint stakeholder representatives/champions to compliance advisory committees.

Build Cross-Departmental Collaboration 

• Create compliance committees or task forces with representatives from key departments (e.g., compliance office, legal, academic units, student affairs, IT).
• Encourage regular meetings to share updates, identify risks, and coordinate responses, breaking down silos that hinder unified action.
• Engage stakeholders early in policy development and training initiatives to foster ownership and establish relevance.

Develop Clear, Accessible Policies and Procedures

• Draft compliance policies that are straightforward, actionable, and regularly updated.
• Make all compliance documents easily accessible using tools like the intranet, an LMS, or a compliance portal.
• Provide summaries or FAQs for complex regulations to enhance understanding across all campus roles.

Implement Targeted and Ongoing Training

• Create engaging training modules tailored to different audiences (faculty, staff, students, administrators) and be sure to offer a flexible format for training.
• Use self-paced online modules and in-person workshops; incorporate real-world scenarios and knowledge checks.
• Integrate compliance training into onboarding for new hires and require annual “refresher” courses for all employees.

Foster a Culture of Compliance and Ethics

• Normalize compliance as a part of campus culture.
• Encourage leaders and managers to model compliant behaviors and ethical decision-making.
• Empower individuals to voice concerns without fear of retaliation by promoting confidential reporting channels.
• Recognize and reward compliance champions or departments that demonstrate exemplary commitment.

Communicate Proactively and Transparently

• Develop a communications plan with tailored messages.
  • Use multiple communication channels (e.g., email, newsletters, campus forums, digital signage, social media, etc.) to share compliance updates, deadlines, and success stories.
• Send regular reminders about key regulations and upcoming training or policy changes.
• Emphasize that compliance supports institutional integrity, student protection, safety, and accreditation.
• Ensure disclosures about compliance requirements are timely, clear, and relevant (Note: This is especially critical when considering stakeholders such as the enrollment/admissions and financial aid teams).
• Track participation and follow-up with non-completers supportively.

Involve the Community in Continuous Improvement

• Solicit feedback from faculty, staff, and students on compliance processes and training effectiveness.
• Establish mechanisms for reporting compliance gaps or suggestions for improvement (surveys, suggestion boxes, open forums).
• Use feedback to refine communication strategies and address emerging risks collaboratively.

Leverage Technology for Communication and Monitoring

• Implement compliance management software to centralize documentation, track training completion, and automate reminders.
• Use data analytics to identify engagement trends and target communication to areas with low buy-in or understanding.

Monitor, Assess, and Report Progress

• Conduct regular compliance assessments and audits to identify gaps and measure program effectiveness.
• Share progress reports and compliance metrics with leadership and the broader campus community to maintain transparency and accountability.
• Adjust strategies based on assessment outcomes and evolving regulatory requirements.

Summary Table

Tip Number	Strategy	Action
1	Leadership Commitment	Visible support, regular communications, agenda integration.
2	Stakeholder Engagement	Identify stakeholders, host focus groups, appoint representative to advisory committee.
3	Cross-Departmental Collaboration	Establish committees, share updates, break silos.
4	Establish Clear Policies & Procedures	Draft, update, and disseminate accessible policies.
5	Provide Targeted Training	Tailor modules, integrate into onboarding, require refreshers.
6	Develop a Culture of Compliance	Model behaviors, empower reporting, recognize champions.
7	Establish Proactive Communications	Utilize multiple channels, regular reminders, clear disclosures.
8	Community Involvement	Solicit feedback, open forums, refine based on input.
9	Leverage the use of Technology	Compliance software, use analytics for targeted messaging.
10	Monitoring & Reporting	Regular assessments, share metrics, continuous improvement.

Developing buy-in is a foundational component in successfully implementing higher education distance education compliance programs. As institutions continue to expand their online learning offerings, they must navigate a complex regulatory environment that must adhere to federal, state, and state authorization requirements. Without widespread understanding and agreement across the institution, compliance efforts may be viewed as bureaucratic or secondary to teaching and learning; thus, undermining their effectiveness. Developing buy-in ensures that compliance is integrated into the fabric of online education rather than treated as an external obligation.

Fostering buy-in facilitates a culture of trust and accountability that benefits the entire institution. Doing so also provides an environment where stakeholders feel included, respected, and informed. This creates a culture where they are more likely to raise concerns, share innovations, and contribute to continuous improvement. This cultural shift is particularly important in academia, specifically in distance education, where rapid growth and evolving regulations demand agility and cooperation.

Securing buy-in is a critical component for successfully implementing compliance initiatives for higher education institutions that are navigating complex regulatory environments. This was exemplified by the University of Memphis’s rapid six-month transition to a new LMS, where early and ongoing faculty involvement was key to success.

When developing buy in, institutions must engage leadership, involve stakeholders early, promote cross-departmental collaboration, ensure clear policies, offer targeted training, and cultivate a culture of ethics and transparency. By embedding these practices into strategic planning and daily operations, institutions can elevate compliance from a procedural task to a shared institutional value, a principle that is especially vital in the dynamic and ever-changing landscape of distance education.

References

• K16 Solutions. (n.d). University of Memphis: A mid-year LMS transition made easy. Inside Higher Education.
• Jakobsen, M. (2020). Buy-in to a credible vision! Why leaders make prospector responses to learning oriented performance reform. Public Organization Review, 20(2), 277-299. https://doi.org/10.1007/s11115-019-00438-4
• Kotter, J. (2007). Leading Change. Boston: Harvard Business Press.
• Kotter, J.P., & Whitehead, L. (2010). Buy-in: saving your good idea from getting shot down. Boston, MA: Harvard Business School Publishing.
• Martin, A. (2012). For social media buy-in, lead with the “why”. Harvard Business Review. Retrieved from http://www.hbr.org
• Robertson, D., & Hjuler, P. (2002). Innovating a turnaround at LEGO. Harvard Business Review.
• Shtivelband, A., & Rosecrance, J. (2010). Gaining organizational buy-in: Lessons learned from fifty ergonomists. Proceedings of the Human Factors and Ergonomics Society Annual Meeting, 54(17), 1277-1281. doi: 10.1177/154193121005401703
• Stobierski, T. (2020). Organizational change management: What It Is & Why It’s Important. Harvard Business School Online. Available online: https://online.hbs.edu/blog/post/organizational-change-management (accessed on April 4, 2025).

This post was written by Jana Walser-Smith