You're struggling to empower employees in data governance. How can you break through resistance to change?

A few years ago, my team encountered resistance when implementing new data governance policies at the office of a major financial services client. Instead of imposing the changes, they organized discussions and training sessions to showcase the benefits. They successfully empowered their colleagues to embrace data governance through patience and effective communication, fostering a culture of unity and shared responsibility.

It is essential that the data governance program is not seen as the exclusive task of the project sponsors. Sometimes, we can focus so much on strategy that we forget to involve the company's stakeholders, who will have to deal with the policies defined in the program. To break down any resistance to change that may occur, it is important to empower and involve employees: - Understanding and addressing their concerns. - Involving all potential stakeholders in the process. - Training and providing the necessary resources. - Demonstrating value and tangible benefits. - Encouraging collaboration and knowledge sharing. - Implementing changes incrementally.

Resistance often stems from fear of the unknown or discomfort with new responsibilities. I’ve encountered this firsthand when implementing new data governance policies. Some employees worried that the changes would complicate their workflow or increase their workload. By taking the time to listen and understand their concerns, I was able to identify the root causes—like confusion about roles and skepticism about the benefits. Understanding these concerns allowed me to tailor my approach to address them directly.

By forming mixed teams with an inclusive and collaborative approach, resistance to change can be overcome. Some strategies we can pursue are: - Include representatives from different departments. - Integrate employees with varying levels of experience. - Strike a balance between change advocates and skeptics to foster productive discussions. - Assign “Data Champions” in each area to lead efforts locally. - Align team objectives with the strategic goals of the organization. - Establish clear and achievable success metrics. - Implement collaborative tools to facilitate information sharing. - Schedule regular meetings to discuss progress and challenges. - Provide ongoing training on data governance concepts and relevant tools.

Involving employees early in the process is crucial. When rolling out new data governance practices, I made sure to involve key team members in the planning phase. This not only gave them a voice but also made them feel invested in the success of the initiative. In one case, a few skeptics became champions of the changes because they saw their feedback being incorporated into the final plan. Engaged employees are more likely to support and drive the change rather than resist it.

Training is essential to overcome resistance, especially when it’s rooted in a lack of understanding. I’ve found that offering hands-on, role-specific training sessions helps demystify new processes and tools. In a past project, we organized workshops tailored to different roles, ensuring that each team member understood how the changes impacted their daily tasks. This approach helped reduce anxiety and build confidence, making the transition smoother.

One of the most effective ways to overcome resistance is by demonstrating the value of the change. Early in the implementation, I made it a point to highlight quick wins—small successes that showed tangible benefits, such as improved data quality or faster decision-making. For instance, after implementing stricter data ownership rules, we saw a significant reduction in data errors within just a few weeks. Sharing these results helped turn doubters into believers.

Collaboration is key to making data governance a shared responsibility. I encouraged cross-departmental teams to work together on data governance initiatives, which helped break down silos and foster a sense of shared ownership. In one case, pairing IT and business teams to co-lead a project led to more balanced and practical solutions, as each group brought unique insights to the table.

To prove value as an effective steward of data governance, one must go beyond technical know-how and demonstrate strong people skills, fostering collaboration across teams. Understanding business needs is critical, as it allows you to align data governance strategies with broader organizational goals. By effectively translating data insights into business outcomes, you not only build trust with stakeholders but also highlight how data governance drives tangible value. A successful data steward is one who can balance people skills with innovation, ensuring that governance empowers decision-making.