Bridging the Divide

We’re IT people at our core. We live and breathe code. We know about pivot tables and dashboards and what makes computers tick - we’re those guys.  We’re also effective communicators. Often, these proficiencies don’t come as a package, but we believe there is merit in combining the two. We find it’s a struggle for IT departments everywhere - how to convey important information to those who aren’t tech-savvy in a way that will be heard and understood.

Even the most efficient IT departments can be easily misunderstood if they don’t communicate well. The non-IT staff want things that work, and they want everything to power-up and be agreeable - forever. Obviously, this will never be the case. But, we can ease the uncertainty they feel when things are not running smoothly with a few simple strategies.

First, and most importantly, IT leaders must make customer service a priority for the entire team. Everyone, from those whose jobs require front line interaction to those who rarely support internal customers, should be intent on providing excellent customer service. Leadership needs to stress that a goal for the department is to give end-users confidence that the team can and will take care of every problem. Build a reputation for your team through positive customer service that will instill trust across the entire organization.

Second, look at all your team’s typical communication channels. Do emails seem friendly? Are voicemails thorough and are responses timely? Are web assets easy for those who aren’t IT personnel to understand? Are the members of your team approachable? Ask a communications professional to help you evaluate your efforts and look for areas for improvement. The more personable and simple your communication, the better.

Finally, make it a point to over-communicate. If you know a system is going to be down for an upgrade, let everyone know ahead of time, and make sure that administrators are especially aware of what will take place. Give details about anticipated downtime. Then, when everything is back to normal, check in with stakeholders to make sure everything is running smoothly. This process will go a long way to build trust and secure your team’s reputation as competent and trustworthy.

With each new project, convey your expectations for timelines and project goals, and document your efforts. Co-workers who aren’t tech experts may not understand how long an IT project should take. Explain it to them. Set realistic timelines and provide updates that will assure leadership that projects are moving forward. For example, a simple schedule with timely notifications will help to demystify the projects that IT is tackling, and again build confidence in your team’s abilities. 

Encourage your team to consider the value of personable, detailed, and proactive communication. It will make a huge difference in how your team is valued and trusted.