How to sell behavioural design to stakeholders?
How to sell behavioural design to stakeholders
You know the value of behavioural design,
but your stakeholders… they are pushing back!
To them, it might seem like just another buzzword or an unnecessary expense.
“Science sounds expensive.”
“Aren’t we just overcomplicating things?”
“Can’t we just stick with what we know works?”
It’s still the hardest part of my role, and I’ve got 10 years under my belt.
So…
How do you make them see what you see?
How do you get them to give you the space, budget, and trust to incorporate behavioural design into your work?
Here’s how to bridge that gap and get your stakeholders on board.
1. Understand their perspective
Stakeholders have their own pressures—meeting targets, staying on budget, and delivering results. They might not be familiar with behavioural design, and that’s okay. Your job is to show them how it aligns with what they care about.
Tip: Start with their priorities. If they’re focused on keeping users around, talk about how behavioural design can help with that. And remember, behavioural design has a lot of tools in its toolkit. Match the right tool to their goal:
Need more conversions? Use nudges—small cues that guide people to take the action you want, without forcing them.
Want happier customers? Try feedback loops—ways to listen and adapt to what users need, making their experience better.
Worried about losing customers? Use habit-building techniques to keep people keep going.
Need more sign-ups? Go with behavioural insights like social proof and commitment devices—show that others are signing up too, and make it easy for them to commit.
Launching a new product that changes behaviour? Combine spark strategies to get attention with sustain strategies to keep people engaged over time.
Running a campaign? Use behavioural insights to craft messages that stick and lead to real change.
Designing a service? Use choice architecture to make decisions easier for users, helping them get what they need with less effort.
2. Frame in business terms
Stakeholders need to see how behavioural design benefits the business. Hard chat - understanding people and helping them achieve their goals isn’t enough… most of the time. These are part of the process of behavioural design. But stakeholders are more interested in outcomes than in the theory or process behind it.
Tip: Talk about results. Explain how behavioural design can boost conversion rates, reduce churn, or improve user satisfaction. Use clear, business-focused language. Find a way to identify the behaviours with impact within the business. Even better if they are the behaviours that are hurting the business bottom line or customer well-being.
3. Show impact with real-world examples
Abstract concepts can be hard to grasp, but real-world examples make it easier. Show how behavioural design has worked in other projects. Behavioural Design is bigger and stronger than ever. You will find examples in pretty much every industry.
Tip: Share case studies from similar industries or challenges. Show how a small behavioural change led to big results, making it relatable and concrete. Just google words like ‘behavioural economics, behavioural science or behavioural design’ and the industry you are focusing on. Avoid the academic papers and jump for case studies.
4. Simplify the science without oversimplifying
Behavioural science can seem complex, cos it is. But it doesn’t have to be to the people we want to work with. Stakeholders respect clear, straightforward explanations.
Tip: Avoid jargon. Instead of diving deep into theory, explain how behavioural design makes processes easier or decisions clearer. Talk in stories. Relate concepts to them as people before abstracting it to a project or other situation. Keep it practical and relevant.
5. Show quick wins alongside long-term value
Stakeholders often need to see quick results. While behavioural design can deliver long-term benefits, showing short-term successes can build trust. And please avoid the temptation of the big shiny project as the first one. Proving value will open many doors, including all the dream projects in your sight.
Tip: Start with a small change that delivers quick results, like improving a user interface element that increases clicks. Use these early wins to build confidence in your approach. When stakeholders waiver point them to past successes.
6. Address objections head-on
Stakeholders might have concerns or misconceptions about behavioural design. Rather than waiting for objections, address them early.
Tip: Prepare for common concerns, like worries about ethics or effectiveness. Use evidence and examples to reassure them. For instance, explain how ethical guidelines ensure that behavioural nudges are always user-friendly.
OK, so what are the top objections I’ve heard?
“This isn’t any different to what we’re doing!”
Behavioural design goes beyond aesthetics and usability—it’s about unpicking where their motivations and reasons originate, shaping how users behave and safeguarding from actions that do harm, whether that’s to them, others, in the short term or down the line. It complements what you’re already doing tenfold, making designs more effective and businesses stronger.“Will this slow down the project?”
Not at all. Behavioural design fits into your current process and can actually save time by reducing the need for big changes later. Focusing on behaviour first lets you get things right from the start.“Isn’t this just manipulation?”
Nope. All design aims to influences we make sure that influence is uses widely and ethically. We follow ethical guidelines to ensure we’re helping users, not deceiving them. The goal is to create solutions that are both effective, user-friendly and safeguards against ripple behaviours.“What if users don’t like it?”
We test, learn, and adjust. Starting small means we can tweak things based on real feedback, lowering the risk of failure. We are also able to look for new insights and deepen our understanding to know why they don’t like it.
7. Educate and empower
For behavioural design to succeed, stakeholders need to understand its value. Educating them is key to getting their support.
But, always always respect their experience and knowledge. They might already be familiar with many of the principles you’re using; they just haven’t seen them framed as behavioural design or behavioural science.
Tip: Offer simple resources or quick sessions to introduce stakeholders to behavioural design. Lunch & learns are your way in. Regularly update stakeholders and explain your decisions. Be open about how behavioural design works and how it aligns with their goals. Transparency builds trust.
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Getting stakeholders to embrace behavioural design isn’t just about selling an idea—it’s about showing them how it fits with their goals and concerns.
By speaking their language, showing clear benefits, and involving them in the process, you can turn scepticism into support and make behavioural design a key part of your projects.
