The Unfiltered Reality of Project Management
By Gabor Stramb
September 11, 2025
Picture this: You have just finished presenting your project plan to key stakeholders. Heads nod around the conference table. People say, “sounds good” and “we’re on board.”
You leave feeling confident about the project’s prospects. Three weeks later, deliverables are late, and team members seem to have conveniently “forgotten” their commitments. Sound familiar?
This scenario shows a passive buy-in. What does this mean?
Agreement is passive—people understand what you are asking and do not openly object.
Buy-in is active—people are genuinely committed to making the project succeed because they see clear value in doing so.
For project managers leading without formal authority, generating authentic (active) buy-in is not just helpful–it is essential for survival.
Without the power to mandate participation or penalize poor performance, your success depends entirely on people’s willingness to prioritize your project over competing demands.
The Psychology Behind Commitment
Understanding why people commit to projects they do not control requires grasping several psychological principles (I am wearing my professor hat now):
- Ownership Effect. People value things more highly when they feel they own or created them.
- Reciprocity Principle. People feel obligated to return favors.
- Social Proof. People follow the lead of others they respect. When influential team members demonstrate commitment, others naturally follow suit.
- Loss Aversion. Framing projects in terms of risks avoided often generates stronger commitment than benefits gained.
Achieving Authentic Buy-In
1) The Co-Creation Approach
How to Implement:
- Start planning sessions with problem statements, not solutions.
- Ask “How would you approach this challenge?” before sharing your ideas.
- Give stakeholders ownership of specific project components.
- Publicly credit stakeholders for their contributions to project design.
2) The Personal Connection Strategy
Link project outcomes to individual stakeholder goals and motivations.
How to Implement:
- Conduct one-on-one “motivation mapping” conversations with key stakeholders/team members.
- Ask about their goals, current challenges, and motivation.
- If you can, explicitly connect project deliverables to their personal objectives.
- Create individual “stakeholder value propositions” showing project benefits.
- Regularly meet with your stakeholders: monthly/quarterly.
3) The Momentum Building Method
How to Implement:
- Identify project components that can deliver value quickly.
- Sequence initial deliverables to highlight benefits for different stakeholder groups.
- Recognize early successes through multiple communication channels.
- Use early wins to build credibility.
- Celebrate team achievements frequently.
4) The Obstacle Removal Framework
How to Implement:
- Ask stakeholders what would make project participation easier for them.
- Identify and remove obstacles that impede their contribution.
- Provide resources or support.
- Shield team members from organizational politics that distract from project work.
- Follow through consistently on promises to address their concerns.
Projects inevitably face obstacles that test stakeholder commitment.
Maintain buy-in during difficult periods by:
- Transparent Communication. Share challenges honestly while emphasizing collective problem-solving.
- Renewed Purpose. Reconnect stakeholders with project benefits.
- Continued Support. Increase your assistance to struggling team members rather than pressuring them.
- Celebrate Persistence. Recognize stakeholders who maintain commitment during challenging periods.
When project managers successfully generate authentic buy-in, the benefits extend far beyond immediate project success. Committed stakeholders become project advocates, recruiting additional support and defending project resources during organizational changes.
They develop stronger working relationships across functional boundaries, improving future collaboration. Most importantly, they associate project participation with positive outcomes, making them more likely to engage fully in future initiatives.
People do not commit to projects—they commit to outcomes they believe in and leaders they trust to help them achieve those outcomes.
Gabor Stramb is a Program Manager at Nokia in the UK with over 14 years of experience leading projects in the energy (oil & gas) and telecommunications industries. In 2021, he founded ProjectCertifications.com, which supports candidates preparing for the PMI CAPM®, PMP®, and PMI-ACP® certifications, primarily through a popular weekly study group.
Gabor collaborates closely with the PMI UK Chapter to advance professional development in project management. He holds a master’s degree in project management and a certification from George Washington University. Follow Gabor on LinkedIn, and join his weekly project management newsletter to learn more about the PM career path on LinkedIn and Substack.
Read all of Gabor’s articles on Project Management here: https://blog.iil.com/authors/gabor-stramb/
