What do you do if your IT team is resistant to executive leadership?

IT teams that are resistive of executive leadership have been led poorly up till now. In all likelihood, they were originally led by a CTO-like founder who had a motivational and inspirational demeanor, and was FULL ON hands-on-keyboard. As the leader outgrew the company/team, or the evolution of the company demanded different skills, the IT team was likely led by a series of MANAGERS, entirely focused on efficiency and maturity of process. A requirement, but barely culturally impactful. Adding a new executive, even if not directly leading the team, that brings back the stewardship of IT, with an external and inspirational voice, that can advocate for better TECHNOLOLGOY versus better process alone, will be the key to acceptance.

In my experience, addressing the resistance through open communication, understanding their concerns, and involving them in decision-making processes helps to bring the IT team along the journey. Also, encourage alignment with organizational goals and provide support and resources to help them adapt to changes makes it more effective and removes the resistance.

Como Gerente de Tecnología y como Consultor externo cuando he acompa?ado planes estratégicos de IT de varias organizaciones, lo principal es la claridad en las expectativas, establecer lo que cada uno entiende los objetivos del área y de la empresa es uno de los pasos iniciales y necesarios. Entender la cultura organizacional, establecer una estrategia que se apalanque en las características positiva de la cultura (sentido de pertenencia, lideres innatos) y que "amortigüe" los negativos (falta de transparencia, resistencia al cambio).

It is crucial to establish a connection between what executives expect and what the IT team can realistically deliver. This creates a culture where open communication is encouraged, allowing both parties to express their concerns and expectations without fear. It demonstrates the value of aligning IT strategies with the organisation's objectives to achieve business goals and enhance the team's sense of accomplishment and satisfaction. Additionally, leaders should model the changes they want, exhibiting a commitment to mutual growth and understanding. This approach reduces resistance and reinforces the organisation's drive toward innovation and success.

Sack them and start over. Pussy footing around NEVER works. Obviously the "team" think they know better so let them go somewhere else and prove it. Just not here thanks.

Communicating my vision and strategy is key, and I always try to do so with clarity and transparency. I break down complex strategies into simple, actionable components to achieve this. I use plain language to demystify executive decisions and make their reasoning accessible and relatable. Providing concrete examples and evidence strengthens my argument, demonstrating the link between strategic choices and their potential impact on the team and the organisation. I encourage open dialogue, welcome feedback, and honestly address concerns to build trust. This openness fosters a culture of inclusivity and respect and empowers team members to align their efforts with the organisational vision, seeing their role in the collective success story.

I agree - the examples provided should be relatable to the audience on what they are doing currently and how changing ways will the company become more efficient and profitable.

Foster open communication by sharing the vision and goals of the executive leadership with the IT team. Clearly explain how their work aligns with the overall objectives of the organization.

Incorporating the IT team in the strategic planning process improves their technical expertise and fosters a sense of belonging and investment in the project outcomes. Such inclusion encourages innovation and efficiency, as IT professionals often bring unique insights into how technology can streamline processes or create new opportunities. By assigning tasks that align with their skills and interests, you maximise their potential and boost morale. Recognising their achievements and empowering them to make decisions underscores their value to the organisation, further enhancing their commitment.

Una vez que has identificado las características y habilidades del equipo, es oportuno incorporarlos al desarrollo de la estrategia, asignando y delegando según su área de experticia. Haciendo retrospectiva de experiencias pasada para emplearlas o corregirlas en este nuevo camino.

Involve the IT team in decision-making processes whenever possible. Seek their input, ideas, and suggestions. This can help them feel more engaged and invested in the success of the organization.

From my perspective, treating disagreements as opportunities for growth is a constructive approach. By focusing on issues rather than individuals, you maintain a professional environment conducive to open dialogue. Listening to and genuinely trying to understand opposing views helps identify potential flaws in the plan and demonstrates respect for your team's expertise and concerns. Acknowledging the value of different perspectives can lead to innovative solutions that might not have been considered otherwise. Seeking compromise and providing support ensures that the team remains united and motivated, even when facing challenges.

Help the IT team understand the broader context behind executive decisions. Explain how these decisions contribute to the organization's overall strategy and success. Empower the IT team by involving them in decision-making processes where appropriate. Provide opportunities for them to contribute their expertise and insights to shape strategies and initiatives. If conflicts persist despite your efforts, consider seeking mediation from a neutral third party, such as an external consultant, to facilitate constructive dialogue and resolution.

If there are specific concerns raised by the IT team, address them promptly and provide necessary support or resources to resolve the issues. Take action to address any barriers or obstacles that may hinder their work.

I believe reliability, consistency, transparency, and accountability are the cornerstones of trust. Demonstrating these qualities through actions, such as following through on promises and owning up to mistakes, lays a strong foundation for mutual respect. Taking a genuine interest in team members as individuals beyond their professional roles shows that they are valued and appreciated, which can significantly boost morale and commitment. Expressing gratitude and recognising achievements, big or small, reinforces positive behaviours and outcomes. Celebrating successes together strengthens team cohesion while providing support during failures encourages resilience and continuous improvement.

If your IT team is resistant to executive leadership, it is important to adapt and evolve as your vision and strategy unfold. In the dynamic and fast-changing field of IT, flexibility and responsiveness are necessary to address changing needs, opportunities, and challenges. Monitor and evaluate progress, adjust plans accordingly, solicit feedback, and incorporate suggestions from your team and stakeholders. Continuously learn and grow, and encourage your team to do the same. Adapting and evolving ensures that your vision and strategy remain relevant and effective in the evolving IT landscape.

Resistance has to come from somewhere(usually fears). Identify those fears individually and try to mitigate them independantly. You also must emphasize on communications at all levels and be proactive and consistant.

Build relationships: Develop positive relationships with the IT team members. Show empathy, respect, and appreciation for their work. Encourage collaboration and create an environment where everyone feels valued and heard.