Sure, you could declare the big idea/product/initiative is going to happen no matter what. "It's my way or the highway." Heads will roll, if this doesn't work. Command and control and all that.

The problem with that kind of approach, as you know, is it never works well when it comes to gaining buy in, and you want buy in. You want your people to not only accept, but embrace, what you want to have happen. If they feel this is being rammed down their throat, they have no vested interest in making it succeed. If they feel part of the process, they'll work harder to make your idea happen.

Here's how to get them to buy in.

1. Link your idea to overall corporate goals that people have already endorsed.

By now you have explained your company's mission to the point where employees have (hopefully) internalized it.

Your job here is to show how your new idea fits into what they have already endorsed and accepted. The more natural the fit, the easier it will be for people to understand your new concept and get behind it.

2. Don't over-hype.

Manage expectations. Yes, of course, this could turn out to be the greatest thing in the history of the world, but you don't have to position it as such. Like most things in life, it is better to under-promise and over-deliver.

3. Start small.

Similar to the idea of under-promising, first you only want to involve the absolutely minimum number of people needed to get the new idea underway. They will become the core of your efforts and your biggest supporters. They will also spread the word internally about the value of what you want to do. It is always better for people to hear from their peers that the boss is onto something than for the boss to toot his own proverbial horn.

4. Immediate, short-term wins.

Once you get started you want to achieve a success--even if it is a tiny one--right away to show this is a good idea. You don't want people to wait for the initial payoff. That can raise doubts. Aim for almost immediate gratification.

5. Build on those successes.

It creates momentum and reinforces the message you are on the right track.

Every organization is different, of course. But these five steps should make it easier to convince employees of the value of what you have.