Influencing Up: How to Get Buy-in from Senior Leaders
Brian Rockensuess, MPA
October 9, 2025
Influencing up starts with being dependable, transparent, and supportive—someone others trust and want to collaborate with. It’s about practicing clear communication, framing ideas around strategic goals, and tuning in to what matters to leadership. Asking questions not only helps you understand the context but also positions you to align your work with the bigger picture. Everyone communicates differently, so learning how to adapt to various personalities is key. The way you interact with me might be totally different from how you connect with someone else, and that’s okay.
Real buy-in happens when you make the message relevant and show how the change helps that particular person succeed, as well as the company. That’s the sweet spot where understanding turns into engagement.
Influence Goes Both Ways
From a leadership perspective, it’s just as important to influence downward within the organization. That kind of two-way alignment fosters a purpose-driven culture where everyone feels connected to the mission and direction of the company.
When I was the Commissioner of the Indiana Department of Environmental Management, I made it a priority to gather input from across the entire department each year. I wanted to hear ideas from every level because meaningful environmental improvements come from collaboration, not just top-down mandates. Once we had those insights, I’d translate them into strategic communications aimed at influencing stakeholders and the legislature to support regulatory changes that the governor could ultimately approve and sign into law.
As President of KERAMIDA, I continue to rely on that same skill set. Leading a team of 140 EHS&S professionals, I encourage open dialogue and shared problem-solving as we help our clients assess risk and implement effective mitigation strategies. Creating space for ideas and influence—both upward and downward—has been key to building a purpose-driven culture wherever I’ve worked.
The Best Way to Avoid Friction
It’s important to remember that leaders don’t want surprises, especially when decisions impact strategic direction. While initiative and independent thinking are valuable traits, acting without alignment to the broader vision can create friction and erode trust. Ultimately, success hinges on being a collaborative team player who keeps leadership informed and connected to the rationale behind key decisions.
Creating a culture where people feel empowered to share ideas and help shape the company’s broader vision is essential for keeping things fresh and avoiding stagnation. It’s a key ingredient for growth. When employees genuinely believe they’re part of the solution and contributing to progress while making a real impact, they’re more engaged and motivated.
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About the Author
Brian Rockensuess, MPA
KERAMIDA Inc.
Brian Rockensuess serves as KERAMIDA’s President, playing a pivotal role in driving KERAMIDA’s strategic growth, forging meaningful connections with key stakeholders, and elevating the KERAMIDA brand in the industry. Brian leverages his unparalleled expertise to advance KERAMIDA’s mission of delivering smart solutions for sustainability, compliance, and resilience.
Brian brings over a decade of exceptional leadership and a proven track record in environmental policy, management, and stakeholder engagement. As the former Commissioner of the Indiana Department of Environmental Management (IDEM), he led a team of over 800 staff members and managed a $144 million budget, overseeing the implementation of critical programs such as the Clean Air Act, Clean Water Act, and Resource Conservation and Recovery Act. His collaborative leadership style, strategic vision, and ability to navigate complex challenges have earned him the respect and trust of industry leaders, municipalities, and policymakers alike.
Brian brings over a decade of exceptional leadership and a proven track record in environmental policy, management, and stakeholder engagement. As the former Commissioner of the Indiana Department of Environmental Management (IDEM), he led a team of over 800 staff members and managed a $144 million budget, overseeing the implementation of critical programs such as the Clean Air Act, Clean Water Act, and Resource Conservation and Recovery Act. His collaborative leadership style, strategic vision, and ability to navigate complex challenges have earned him the respect and trust of industry leaders, municipalities, and policymakers alike.