Your team is skeptical about the IT strategy changes. How can you earn their trust and support?

I always stick to these key points: 1. Be transparent – people appreciate honesty, especially when things are shifting. 2. Always explain the “why” - if they understand the reason behind it, they are more likely to get on board. 3. Take your team on the journey – share the “what” so they feel involved, not blindsided. 4. Let them shape the “how” – giving people ownership makes the rollout smoother and the outcomes better.

In my experience, to earn your team's trust and support: 1. Communicate openly: Share the reasoning behind changes and address concerns head-on. 2. Involve the team: Seek their input and incorporate valuable suggestions. 3. Lead by example: Demonstrate enthusiasm and commitment to the new strategy. 4. Provide training: Equip your team with the skills needed for success. 5. Celebrate small wins: Recognize progress to build momentum. 6. Be patient: Allow time for adjustment and offer support throughout the process. Remember, trust is built through consistent actions, not just words. Show your team that you're in this together, and they'll be more likely to embrace the changes.

How to Earn Team Trust and Support for IT Strategy Changes Transparent Communication: Clearly explain the “why” behind the changes and the benefits they bring. Involve the Team Early: Include team members in planning to give them ownership and reduce resistance. Address Concerns Openly: Listen to feedback and respond with empathy and facts. Show Quick Wins: Deliver small, visible improvements to build confidence in the new direction. Provide Training: Equip the team with skills to adapt confidently to new tools or processes. Lead by Example: Demonstrate commitment from leadership to build credibility and inspire alignment.

In my experience, skepticism often signals deeper concerns like fear of irrelevance or loss of control. When leaders genuinely listen, not just to objections but to the concerns beneath them, they can respond with empathy and relevance. Structured listening sessions or anonymous feedback tools can surface what really matters. Reflect back what you hear through visible actions. People trust leaders who listen with the intent to understand, not just to defend or persuade.

* Encourage open dialogue to understand concerns * Create safe spaces for honest feedback * Actively listen without interrupting * Ask clarifying questions to fully grasp issues * Acknowledge and validate their feelings * Show genuine empathy toward challenges * Assure their input is valued and considered * Build trust through respect and understanding

Start by genuinely listening to your team’s concerns without defensiveness. Often, skepticism stems from fear of change or past experiences where their voices were ignored. Make time for open discussions, anonymous feedback, or one-on-one sessions. When people feel heard, they’re more likely to open up to change. Listening shows respect and helps you shape a strategy that’s not just top-down but built with team insights.

Change triggers fear—so I treated it like a transition, not a switch. Shared a phased roadmap, identified quick wins, and celebrated early adopters. Empowered influencers within the team to lead by example. Resistance didn’t vanish overnight, but with empathy, structure, and visible progress, trust grew. Change management isn’t about pushing—it’s about guiding.

To earn your skeptical team's trust and support for IT strategy changes, demonstrate transparency by clearly explaining the rationale behind the changes, including specific business problems being addressed and expected benefits. Build credibility by sharing relevant data, case studies, or benchmarks that validate the new approach, while being honest about potential challenges and risks. Involve key team members in the decision-making process and give them ownership of specific aspects of the implementation. Start with small, achievable wins to build momentum and confidence, publicly recognize their contributions, and maintain consistent communication through regular updates on progress and adjustments.

I believe listening is the foundation of building trust—especially during times of change. Before presenting the benefits of a new IT strategy, I make it a point to first understand my team’s concerns. Taking time to hear their perspectives shows respect for their experience and reinforces that their input matters. I encourage open dialogue and address questions transparently. By acknowledging their reservations, I create a space of trust that helps foster genuine support for the strategy ahead

Absolutely — clear communication sets the foundation. But I’d add that clarity without consistency can still cause confusion. I’ve seen cases where the initial message was solid, but follow-up communication was scattered or contradictory, which only fueled skepticism. To keep the team aligned, communication needs to be both clear and sustained throughout the change process.

Na prática de Gerenciamento Organizacional para Mudança da ITIL 4, confiança se conquista com clareza, propósito e participação. Nada de decisões de cima pra baixo sem contexto. Mostre como a nova estratégia se conecta com os resultados que a equipe entrega no dia a dia, seja um aumento na satisfação do usuário (UX/CX), na eficiência dos processos ou na redução de incidentes. Use uma linguagem simples, compartilhe casos reais e ouça os medos e sugestões da equipe. Estratégia não é só Powerpoint, galera!

To earn your team’s trust and support for IT strategy changes, focus on clear communication, transparency, and involvement. Start by explaining the reasons behind the changes, how they align with the team’s goals, and the long-term benefits. Address concerns by actively listening and providing solutions. Involve the team in the decision-making process, especially when it comes to implementation. Demonstrate quick wins and show how the changes positively impact their daily tasks. Finally, maintain ongoing support and follow-up to ensure smooth adaptation.

Too often, IT strategy is presented in technical jargon that disconnects teams. I have found that translating strategy into a clear, relatable story makes all the difference. Explain where the organization is headed, why the change is necessary, and how each person contributes to success. Use multiple formats, repeat the message often, and check for understanding. If your team cannot explain the strategy in their own words, clarity still needs work.

Don’t let assumptions fill the gap—communicate the “why” behind the change. Speak plainly, skip jargon, and explain the impact on roles, workloads, and long-term benefits. A clear roadmap builds confidence. Consistent updates and space for questions help reduce uncertainty. Even if all answers aren’t available up front, transparency shows leadership is being thoughtful and inclusive.

I believe clarity in communication is critical when introducing changes to IT strategy. I focus on explaining the rationale behind the changes in simple, relatable terms—avoiding technical jargon that may create confusion. It’s important that everyone understands not just what is changing, but why it’s necessary and how it will be implemented. Clear, transparent communication helps minimize misunderstandings and aligns the team’s efforts with the broader strategic goals.

Happened once when we were rolling out major changes in how we handled QA and deployments. Some team members weren't sure if it'd slow them down or just add more meetings. Here's what helped… - Asked them what they were worried about (via casual 1:1s) - Explained the changes with examples - Got a few people involved early to let them test it out and give feedback - Showed how much smoother it made releases — less back and forth, fewer late-night fixes

I believe that whenever a change is being considered, the team should be consulted early and shown what the change involves. It’s important that it makes sense to them and that they feel part of the process. I find it helpful to ask for their input—how they think it could improve their work, benefit clients, save time, or make tasks easier. When the team feels included and sees value in the change, they’re more likely to support it and help implement it positively.

Engagement increases when people feel part of the process. I have led transformations where input from engineers and analysts helped shape critical decisions. Set up working groups, ask for pilots, or use crowdsourcing tools to gather frontline insights. But involvement must be authentic. If teams sense their input is ignored, trust will erode. Let them shape not just how the strategy is executed, but in some cases, what is prioritized and why.

Empower team members to co-create parts of the new strategy. Involve them in workshops, pilots, or feedback loops where they help shape how things are implemented. This builds ownership and shifts the mindset from “it’s happening to us” to “we’re part of this change.” Inclusion creates advocates, not just followers, which is key for smooth adoption.

I believe involving the team in the change process is key to gaining genuine buy-in. I actively encourage team members to contribute by sharing feedback, voicing concerns, or participating in pilot initiatives. Giving them a role in shaping the IT strategy fosters a sense of ownership and inclusion. When people feel their input matters and has influenced the outcome, they are far more likely to support the change and stay engaged throughout the process

Strategy, by definition, is a broad vision. To gather perspectives that cover the breadth of vision, people from across the business need to be involved. I use a lot of mixed discussions, where I bring members from a variety of teams together to discuss their views. This approach allows not only different perspectives but helps everybody understand the pressures other parts of the business are facing and that generates new and different ideas. It also means everybody can be involved. Gathering a proper, holistic view of a business is critical to shaping an effective strategy. It should be 70% of the effort.

When I rolled out a cloud-first, AI-driven transformation, my team pushed back hard—fear of irrelevance, tool fatigue, skill gaps. I paused the pitch deck and started listening. I brought key voices into early design discussions, translated strategy into team outcomes (“less tech debt,” not “strategic alignment”), and launched role-specific upskilling. A quick-win pilot proved the value, flipping skepticism into momentum. Trust wasn’t built overnight—it came from involving them, showing real wins, and staying present post-rollout. Strategy isn’t imposed; it’s co-created. That’s how you get buy-in that sticks. #ITStrategy #ChangeLeadership #EnterpriseArchitecture #DigitalTransformation

Empowering teams to co-create the IT strategy not only boosts engagement but also surfaces valuable insights from those closest to the work. I make it a point to involve team members early whether through brainstorming sessions, feedback loops, or hands-on pilots. This collaborative approach fosters ownership, drives innovation, and ensures smoother adoption of change

In my experience, true buy-in happens when people feel included, not just informed. During a major system rollout I was part of, we invited testers, analysts, and support staff to give early feedback on proposed changes. Their insights shaped the final rollout and turned skepticism into ownership. Even small steps — like involving team members in pilot phases or documentation reviews — make a big difference. People support what they help build. 🤝

Resistance often stems from uncertainty about personal readiness. I always recommend building a targeted training plan aligned to the strategy’s key capabilities. Whether through formal courses, mentorship, or hands-on labs, the message should be clear: this is an investment in your future, not just the company’s. Show how upskilling leads to opportunity, and reward those who embrace growth. Training is one of the most powerful ways to turn skeptics into advocates.

Equip the team with the right tools and knowledge before expecting them to embrace change. Offer hands-on training, real-world scenarios, and role-based learning that connects the strategy to their daily work. When people feel capable, resistance drops. Make training flexible—some prefer live sessions, others want self-paced options. Investing in skill-building shows you’re thinking about their future, too.

I believe that successful implementation of new IT strategies hinges on equipping the team with the right skills. I make it a priority to provide comprehensive training so that everyone feels confident and capable navigating the changes. Thorough preparation not only reduces anxiety but also shows a clear investment in each team member’s professional growth. This commitment helps build trust and encourages stronger support for the strategy moving forward.

Teams need to see the payoff, not just hear about it. Early wins build momentum and credibility. I suggest identifying small but meaningful improvements that directly impact daily pain points—such as automating tedious tasks or reducing system downtime. Make these wins visible, connect them back to the strategy, and celebrate them widely. People are more likely to support a plan when they can clearly see how it makes their work better.

People believe in what they can see. Instead of selling high-level outcomes, highlight small, quick wins that directly improve daily work—faster systems, less manual work, better collaboration. Share success stories from early adopters in your own team. When benefits become tangible, skepticism gives way to curiosity and engagement.

highlighting the personal and professional benefits of an IT strategy is key to gaining support—especially from skeptics. I focus on clearly communicating how the changes will make their work easier, enhance efficiency, or create new opportunities for innovation and growth. When team members can see the direct, positive impact on their roles, they’re more likely to embrace the strategy and contribute to its success with greater enthusiasm.

If your team’s sceptical, it’s probably because they’ve heard it all before. Another “strategic pivot” with no follow-through. Don’t sell them a vision – show them momentum. Start with something small, visible, and undeniably valuable. Let progress do the convincing. Trust isn’t earned through town halls and slides – it’s built when people see change and feel included in it.

Strategy is not a one-time announcement but a living commitment. I have seen the most successful implementations supported by consistent check-ins, adaptive planning, and visible leadership presence. Establish regular forums where teams can share feedback and raise challenges. Appoint champions across the organization to keep the strategy alive in daily work. Sustained support signals that leadership is in it for the long haul, which strengthens trust over time.

Earning trust is ongoing, not a one-time event. Be available after rollouts for questions, clarifications, and continuous feedback. Celebrate small wins together, address hiccups honestly, and evolve the strategy if needed. Keep communication open even after implementation—when the team sees consistency, they’ll trust that the strategy is not just a plan on paper but a journey you’re all taking together.