How can you build trust with employees who fear the impact of a new IT strategy on their roles?

This is a change management problem. Ultimately, employees must get to the point where they understand why the new IT strategy is needed. Most probably know this already at some level but not how it affects them directly. This needs to be determined and communicated. This is the “What's In It For Me” question. Even so, there may still be some who are resistant or apathetic. These are the cases that will require special attention, with options being more customized messaging, sponsorship or advocacy. Employees should be allowed to voice their concerns and get clear answers. This is basis for the case for change. Lastly, be transparent about the journey. There will be challenges: Acknowledge this and showcase plans to remediate them.

Ways I’ve found helpful when building trust with employees who fear the impact of a new IT strategy on their roles requires clear communication, involvement, and support. Communicate openly about the new IT strategy, explaining the reasons behind the changes, the expected benefits, and how it will affect their roles. Transparency helps reduce uncertainty and builds trust. If possible, Involve employees in the process by seeking their input and feedback on the new strategy. Show empathy and understanding by acknowledging their concerns and addressing them sincerely. Demonstrating that you care about their well-being fosters a sense of trust and security. As we know, communication is key!

Criar confian?a precisa primeiro ter um ambiente de seguran?a. N?o adianta ter empatida da noite para o dia. é um processo de constru??o que deve caminhar ao lado da implanta??o de novas tecnologias. Participar e treinar a equipe ajuda no engajamento. Ouvir pontos negativos e positivos para a empresa e para o colaborador ajuda no senso de pertencimento das mudan?as que vir?o. Mostrar que inseguran?a faz parte de toda mudan?a e que contribuir, fazer o seu melhor e aprender a evoluir tem que ser um processo contínuo, com ou sem mudan?a. N?o é possivel nadar no mesmo rio duas vezes nas mesmas condi??es. Adapta??o e seguir em frente é necessário. Ouvir gestores e alguns colaboradores chave, contribui para validar e ajustar a mudan?a.

Before an IT strategy is developed, it is crucial to gain the trust of employees. This trust must be built up in advance. Employees must feel secure - secure in the team, secure in the company, recognized and valued. They should know their place and not be afraid of change. Every change in strategy carries the risk of job losses or new roles. It is therefore essential to reassure employees in advance that they are important and can adapt, regardless of the strategy. They are a valuable part of the new strategy. Trust must be built up before the strategy is developed.

Entender o lado humano das mudan?as de TI é fundamental para uma transi??o bem-sucedida. Coloque-se no lugar de seus funcionários e reconhe?a que o medo muitas vezes decorre da incerteza. Para mitigar essa ansiedade, comece discutindo abertamente as raz?es por trás da nova estratégia de TI e como ela se alinha com os objetivos mais amplos da empresa. Explique como essas mudan?as podem beneficiar n?o apenas a organiza??o, mas também cada membro da equipe em termos de crescimento profissional e eficiência no trabalho.

Effective communication is essential when implementing a new IT strategy. At the early stages, it's crucial to understand the right timing for involving employees. Prematurely sharing information can lead to unnecessary speculation and confusion due to insufficient details and the potential for significant changes in the strategy. Therefore, it's important to communicate selectively and gradually. Communicate that a new IT strategy is in development. Explain reasons behind this initiative, consequences of not adopting it, and both negative and positive outcomes. This helps employees grasp the importance of the new IT strategy. By sharing updates step-by-step, you ensure that most employees are on board and understand the process.

A comunica??o clara é a pedra angular da confian?a, especialmente ao introduzir uma nova estratégia de TI. Ser transparente sobre o que mudará, por que é necessário e como isso afetará cada fun??o é essencial para reduzir a ansiedade e construir um ambiente de confian?a. Explique os conceitos técnicos de forma acessível, evitando jarg?es que possam confundir os funcionários.

Implementing an IT strategy requires comprehensive support for employees. They need to know every step to work successfully within the new IT strategy. Provide informational materials, training sessions, and practical exercises. A coach to guide them through new software and processes can be highly beneficial. Some employees already involved in the process can help train their colleagues, so it's essential to create opportunities for peer training. Employees should have access to assistance for any issues with new software or processes and for any questions arising from incomplete specifications. Having a dedicated team to address these problems ensures a smoother transition to the new IT strategy.

Uma das melhores maneiras de construir confian?a durante a transi??o para uma nova estratégia de TI é fornecer amplo suporte aos funcionários. Isso pode incluir a oferta de sess?es de treinamento abrangentes para garantir que todos estejam atualizados com as novas ferramentas e processos. Tais sess?es ajudam a familiarizar a equipe com as mudan?as, permitindo que eles se sintam mais confiantes e preparados para utilizar as novas tecnologias de maneira eficaz.

A inclus?o é uma poderosa ferramenta para aumentar significativamente a confian?a durante a implementa??o de uma nova estratégia de TI. Envolver os colaboradores nas fases de planejamento e execu??o é fundamental. Solicite suas opini?es e leve-as a sério, mostrando que suas contribui??es s?o valorizadas e importantes para o sucesso do projeto. Ao dar voz a todos, você n?o está apenas obtendo insights valiosos que podem melhorar a estratégia, mas também refor?ando a mensagem de que cada membro da equipe é uma parte integrante do futuro da empresa. Essa abordagem colaborativa promove um sentimento de pertencimento e responsabilidade coletiva, transformando o medo da mudan?a em empolga??o com novas oportunidades.

When developing an IT strategy, it is crucial that everyone is informed and ultimately involved. However, this must be done in stages. At the beginning, only mature employees should be involved in the strategy development process. Strategy work requires people to leave their role "in" the company in order to work objectively "on" the company. Those who remain stuck in their role will not be able to make the most of the strategy. Therefore, only those who are capable of leaving their role should be involved initially. As the strategy is developed and implemented, it is important to gradually integrate all in order to ensure the best possible implementation.

Reconhecer o trabalho árduo e a capacidade de adapta??o dos seus funcionários desempenha um papel crucial na constru??o de confian?a durante a implementa??o de uma nova estratégia de TI. é fundamental celebrar marcos alcan?ados e supera??o de desafios ao longo do processo. Ao reconhecer os esfor?os individuais e em equipe para adotar e integrar a nova estratégia de TI, você n?o apenas incentiva uma vis?o positiva, mas também refor?a o valor único de cada funcionário nessa jornada coletiva de mudan?a.

First, Employees who are able to contribute to the strategy development are invaluable. They not only contribute their expertise, but also the ability to think beyond their own role. They should be appreciated the most. Second, while implementing the strategy in stages start with really quick wins to show that the strategy will work. The people involved in those early fruits are appreciated by this success and the celebration you do. Third, celebrate every major milestone and in retrospectives have a 5:1 ratio of appreciation for achievements vs. constructive feedback.

Take advantage of the new IT strategy as a chance to advance your career and advance your profession. Determine any new positions and opportunities that result from the strategy's implementation. Provide avenues for job progression and career development initiatives. Promote lifelong learning and skill improvement. Employees should be shown how the new approach will improve their career chances and create new opportunities. Long-term trust is established and employees are able to perceive the benefits of changes in their professional lives when a culture of growth and development is fostered.

How to promote growth? Firstly, a new strategy is an excellent opportunity for growth and adaptation to our changing world. The strategy itself is a learning path for the entire company to learn and grow. Secondly, encourage every employee to set aside time for training. Give them a fixed budget of time to attend courses, read books and learn about the new strategy and the topics to implement. Thirdly, it is even better if employees pursue a personal learning goal for each task within the strategy implementation. In this way, they combine the achievement of the task with additional learning and personal growth. This method promotes individual and collective progress and strengthens the company in the long term.