Jeremy Ashworth explains how to free an IT department from a
scapegoat role
There's nothing odd about IT lacking influence in the business. The
unpalatable truth is that the business sees IT as a bunch of geeks
with strange skillsets and an incomprehensible language.
So what do you do about it? Your first step is to raise IT's
profile and build its credibility. This requires co-ordinated
planning and PR skills. Recent examples I have been involved with
include the helpdesk team going walkabout to get feedback and pass
on simple tips on how best to use its service. This alone brought a
significant and rapid symbolic difference to the perception of IT -
and a 20% reduction in what the helpdesk classified as "wasteful"
calls.
Another department held three 'byteback' sessions with senior
managers to face the music and start tuning in to what IT was
failing to deliver. Careful preparation ensured most invitees
attended, the meeting was facilitated by an external professional,
and strong follow-up helped to raise IT's profile enormously.
In another case a clear contingency plan allowed IT to
communicate clearly and regularly with users when things went
wrong. There was clear accountability for individuals to
communicate by e-mail what was happening and why, when normal
services would resume, and to pick up the phone to key people in
the business to demonstrate they were doing everything possible to
correct the situation.
Sometimes covering basic interpersonal and presentation skills
under the banner of 'business focus' can make all the difference.
Account managers have to learn how to get onto an equal footing
with stakeholders, how to say no and provide alternative solutions,
how to avoid being seen as negative or defensive, and how to
present IT to senior management in a way that engages the audience
and has them seeing a direct link to the bottom line within
seconds.
If IT is seen to be making an effort, then the business will be
remarkably forgiving. But building profile is only half the story.
IT has to deliver, which involves a lot more than running a tight
operational ship. It's as much about communication as technical
skill.
Often IT fails to make it obvious what its priorities are. And
when IT is challenged, poor interpersonal skills only encourage
users to treat the department as a whipping boy. The only way to
change this is by taking the initiative and learning the art of
managing expectations. IT priorities need to be clearly agreed and
communicated. That way, everyone knows what they're going to get,
and when. Even if people are still unhappy or impatient, IT is far
less likely to be scapegoated.
Communication helps the way IT is perceived, but it can also
help IT do its job better. For example, many IT departments are
appointing relationship managers. This involves identifying the
right people in IT to 'mark' the key influencers in the business
and develop a good understanding with them.
In one recent example, the IT relationship manager's role was to
manage the high-level two-way communication between IT and the
relevant business unit. The single point of contact focused
conversations on how the two could work together without preventing
others in both IT and the business unit communicating at their own
operational level. Crucial to success was that the relationship
manager knew exactly what was going on at the various levels.
Co-ordination, communication, even negotiation both outside and
within IT are critical qualities. So how does this help IT do its
job? It allows IT to tune in very quickly to what's going on, so it
can regroup and work out a co-ordinated response, resist where
appropriate, and manage expectations. By influencing without
authority, relationship managers help develop a business-focused
culture within IT.
The message is clear. A user-focused approach based on
marketing, communication and relationships is critical to IT.
Jeremy Ashworth is managing consultant of Wakeup, which works
closely with IT to develop influence and leadership internally. For
more information, e-mail ja@wake-up.co.uk