A colleague recently asked for dos and don’ts in partnering with IT. It is a crucial skill in today’s corporate environment. Partnering with all functions in the organization is important, but IT in particular.
We need IT: we need the technology they deploy, good security, openness to new approaches such as social technology, clear, user-centered choices in technology.
IT needs communication too. They need adoption of new technologies, a clear connection to the business, openness to business process change, help leveraging their great solutions into the culture of the business. They need to be seen as not just a consumer of resources, but also a driver of business. All things we can help them with.
The way we approach partnering with IT professionals can make or break it.
Respect their knowledge and capability. Don’t be dismissive or condescending. They know important information – stuff we don’t know – and their perspective is often a good balance with the communicator’s perspective. It’s not that they “don’t get it,” it’s that the lens they are looking through is a different color. We should, however, seek to enlighten them about the role and value of communication.
Be linear, process-oriented thinkers. To work with them, we must become a little more like them. We must be able to connect the dots in a linear process, see the process breaks and bottlenecks. If we move through processes with them we’ll all see the end game together.
Speak their language. Know the basics, terms and concepts. Be able to converse about these with confidence. Doesn’t mean you have to sit down and code an application. I like being the dumb blonde in the hardware store. Working with my IT partners is no time for the dumb blonde routine.
Define roles and responsibilities clearly. IT has specific responsibility for delivering solutions that meet business needs and requirements. Communication should take responsibility for clearly communicating strategy and requirements, helping IT connect to the business goals, ensuring good change communication during rollout, and securing the change in the culture. Use our different areas of expertise to divide, conquer and succeed.
Think of IT as a client. Collaborate and ensure their success. Make them shine – sometimes IT can serve as a pilot and example to the rest of the organization. Give them positive visibility. Seek solutions, don’t take or give orders.
Communicate ROI and drive the business. What every good IT and communication professional wants to do for their company. We are on the same team and we share many of the same challenges and frustrations. Not being viewed as a strategic business driver or trusted advisor, is just one of them. We can help each other here.
IT isn’t gender specific. IT is becoming increasingly diverse with many women joining the ranks. I’ve seen some of my colleagues refer to the “IT guys,” but it’s no longer just a guy space.
Stacy Wilson, ABC, is president of Eloquor Consulting, Inc., in Lakewood, Colorado
