You're facing pushback from non-technical staff on new IT services. How can you win them over effectively?

I agree that winning over non-technical staff on new IT services requires a comprehensive approach. By first listening to their concerns, you create a foundation of trust and respect. Clear education in relatable terms helps ease anxieties while showcasing the benefits highlights the value these services bring to their daily work. Providing robust support ensures they feel confident during the transition. Encouraging feedback fosters a sense of ownership and collaboration, and celebrating their successes reinforces positive engagement and continuous improvement. This well-rounded strategy can help bridge the gap and drive the successful adoption of new IT services.

Listening first is crucial because it allows you to understand and address the specific concerns of non-technical staff, ensuring that their feedback is heard and their needs are met, which helps to build trust and ease their apprehensions about the IT services.

That's true, Listening is the most underrated but most effective for any problem resolution. We need to listen & understand the concern.

Importante ouvir bastante o cliente, se colocando no lugar dele para que tenha melhor entendimento. Dialogar e se fazer entender sem imposi??es é extremamente importante para que as necessidades sejam "levantadas" e implementadas de forma correta.

If you don't listen or pay attention, how would you ever know what constitutes success in the eyes of the customer? When you are delivering a new IT services, you absolutely need to invest ample time in identifying what the problem is, and which solution best solves it. The art of Discovery dictates that 60% of the time spent on a tech project, is invested before writing the first line of code.

Comece simplificando a comunica??o, evitando jarg?es técnicos e explicando os benefícios em termos práticos e relevantes para o dia a dia deles. Utilize exemplos concretos para ilustrar como as mudan?as facilitar?o suas tarefas e melhorar?o a eficiência. Organize sess?es de treinamento interativas, onde possam aprender e praticar em um ambiente de apoio. Forne?a materiais de apoio claros e acessíveis, como guias passo a passo e vídeos tutoriais. Mantenha uma linha de comunica??o aberta para que possam fazer perguntas e obter esclarecimentos a qualquer momento. Reforce os pontos principais repetidamente para garantir a compreens?o. Ao educar com clareza e paciência, você diminui a ansiedade, aumenta a confian?a dos funcionários.

One thing I have found helpful is effective communication between the stakeholders involved can cherish and Excel both person and an organisation. We need to make sure that there should be clear communication between them.

A good blueprint here is simply to: a) Communicate what you're going to do (soon). b) Communicate what you're doing (today/tomorrow). c) Communicate what you did (yesterday). Think of it as one of those road signs that say "Your tax dollars at work!". Help demystify IT teams by sharing plans in advance (but not so far in advance that no one will remember), reinforcing plans and expectations immediately before a cutover, and finishing with a retrospective, any next steps, or value-add. Here's an example: 7 Days Prior: "We're changing your email system next week!" 1 Day Prior: "We're changing your email system tomorrow!" 2 Days After: "Here's how to get the most out of your new email system!"

Once the wanted solution is defined, and how to deliver it is agreed upon, we much determine how to ensure early adoption and thus early value creation. For that we need to know our audience well, and understand that knowledge is absorbed in many different ways. That means that you need multiple strategies and formats in your education material. Some will love a presentation, others will need hands on, some will need to be able to read about, and many other ways of interaction. And you need to hit all the targets, if you want an excited customer on all parameters.

Se comunicar sem termos técnicos, saber que nem todos tem conhecimentos específicos de um determinado assunto e deixar que seja realizado perguntas "básicas" é importante. Saber dar exemplos utilizando algo do dia-a-dia, facilita o entendimento.

Um showcase oferece uma demonstra??o prática e visual das novas ferramentas, destacando seus benefícios e funcionalidades. Ao apresentar exemplos reais de como essas tecnologias melhoram tarefas diárias, os funcionários podem ver diretamente o valor agregado. Isso torna a transi??o mais tangível e menos intimidante. Além disso, showcases permitem que os usuários fa?am perguntas e recebam respostas imediatas, esclarecendo dúvidas e reduzindo incertezas. Ver colegas utilizando as novas ferramentas com sucesso também pode aumentar a confian?a e motiva??o. Realizar showcases regularmente mantém todos informados sobre atualiza??es e novas funcionalidades, promovendo uma cultura de aprendizado contínuo.

Yes, highlighting the benefits can help them understand their position. Communication should be in such a way that it would be beneficial for all the stakeholders involved.

To win over non-technical staff resistant to new IT services, first understand their concerns and communicate the benefits in terms they relate to. Involve them in the process by seeking their feedback, provide comprehensive training and support, and highlight quick wins that show immediate benefits. Finally, foster a positive culture around change by encouraging and recognizing those who adapt quickly. This approach helps build trust and makes the transition smoother.

Remember that some people embrace change, others hate it. Some see change as a way to get away from something, and other see it as means to move towards something else. Some are thrilled by the prospect of new stuff, others would want the old features to stay. Some are motivated by new feature set A, some are motivated by feature set B. You need to show benefits for all these groups, and sometimes at the same time. If you are presenting in front of the entire company, you need to show how your approach satisfy each of those.

Entenda quem precisa consumir da informa??o e crie procedimentos e tutorias específicos a este "grupo". O acesso a informa??o também é extremamente importante para que seja utilizada corriqueiramente em seu dia-a-dia.

Crie uma base de conhecimento com tutoriais, FAQs e guias passo a passo que possam ser consultados a qualquer momento. Realize sess?es de suporte ao vivo e workshops para abordar quest?es comuns e oferecer assistência prática. Incentive uma cultura de feedback, onde os funcionários sintam-se à vontade para expressar suas dificuldades e sugest?es. O suporte contínuo e acessível n?o apenas alivia a frustra??o inicial, mas também constrói confian?a e facilita a ado??o eficaz dos novos servi?os de TI, promovendo um ambiente de trabalho mais produtivo e colaborativo.

Do the due diligence to understand the needs of the affected customer. Provide reassurance that you or someone on your staff has the ability to train through the new implementation. Provide reassurance Provide encouragement Create and schedule consistent training.

One method we've had success with in the support of a new technology rollout is developing 'hypercare' channels where we've allowed team members to bypass the traditional support queue and receive on-demand support. This is most effective in the first day or two after a platform launch to mitigate the expected high volume of tickets. Organizing the call can be as simple as asking folks in Teams to use the 'raise hand' feature and supporting members in the order of which they've raised their hand. From there, techs can engage in a 1:1 breakout with the impacted user, or if the resolution is not complex or proprietary, just share over the public channel.

Regardless of how brilliant your service is, you will do well in accepting early on, that some will hate it. Some will avoid it. Most people won't invest enough time to become proficient using it. For that, you need a strong support foundation from the time training start and throughout the production lifecycle. And it needs to be accessible where the customers are, not where they are not. Strong support features and seemless integration is key.

One thing we've setup post-implementation of larger projects is a simple shared mailbox manned by project sponsors. This provides broad visibility of feedback received that isn't necessarily tied to a technical issue that would be ticketed. We'd communicate that the special mailbox would be active for 30 days following launch. We'd meet once a week to check the 'mail bag' and discuss how we'd respond to each piece of feedback and what changes, if any, we could make to improve the experience. The result is a low friction, containerized path for end-users to provide feedback and doesn't overwhelm support queues with reported issues ("I don't like the blue banner!") that technicians aren't able to solve.

Encouraged Feedback is a necessity It allows those that are not directly a part of the implementation to voice concerns. In addition it helps to gain buy in from those that will be impacted. It is also a valuable way to assure the needs of the many are met.

Realize pesquisas de satisfa??o e sess?es de feedback regulares para coletar insights valiosos. Demonstre que o feedback é valorizado agindo sobre as sugest?es recebidas e comunicando claramente as mudan?as implementadas como resultado. Encoraje uma cultura de transparência onde os funcionários se sintam seguros para expressar suas opini?es sem medo de repercuss?es. Utilize o feedback para identificar áreas de melhoria e ajustar a abordagem de implementa??o conforme necessário. Agrade?a publicamente as contribui??es dos funcionários para refor?ar a importancia de sua participa??o. Ao incentivar o feedback, você promove um ambiente colaborativo e dinamico, garantindo que os novos servi?os de TI atendam melhor às necessidades dos usuários

As an Implementation Manager i have found that highlighting quick wins demonstrates immediate, tangible benefits of the new IT services. Quick wins can help build confidence and show the value of the changes.

I couldn't agree more! Everyone - no matter who they are - loves to be celebrated, appreciated & commended. Bringing this flair of celebrating & encouraging non-IT staff in areas they've picked up on, & are getting a hang on, in the new IT application or infrastructure, will go a long way to winning their confidence in IT. This will in no small way ease whatever apprehension others that are slow & reluctant to come on board with the new technology. In the long run, it's a win-win for all & sundry - the IT dept & the non- IT users!

I agree that winning over non-technical staff on new IT services requires a comprehensive approach. By first listening to their concerns, you create a foundation of trust and respect. Clear education in relatable terms helps ease anxieties while showcasing the benefits highlights the value these services bring to their daily work. Providing robust support ensures they feel confident during the transition. Encouraging feedback fosters a sense of ownership and collaboration, and celebrating their successes reinforces positive engagement and continuous improvement. This well-rounded strategy can help bridge the gap and drive the successful adoption of new IT services.