How to get your team on board with a new system: an implementation people accept
Team resistance is one of the most common reasons an implementation fails to deliver results. People are usually not afraid of the system itself, but of changing the way of working they are used to.
Where resistance comes from
- concern that the new system will take more time than the current way of working,
- bad experiences with previous implementations,
- a feeling that the decision was made without asking the team for their opinion,
- fear of being monitored and assessed.
1. Involve people from the start
Talk to the people who actually do the work as early as the process mapping stage. They know the problems better than anyone else, and their ideas make it into the system. It is easier to accept a tool you helped create.
2. Show the benefit for the employee, not just for the company
“Management will get reports” is a weak argument for someone doing the day-to-day work. “You won’t have to retype this data every week” works much better.
3. Start with a pilot group
The first version goes to a few people who are keen to test new solutions. Their feedback improves the system, and later they are the ones who help everyone else.
4. Simple screens and good training
Each role should see only what it needs. Training works best when it uses real examples from the team’s own work rather than a generic presentation.
5. Switch off the old way of working
If the spreadsheets are still available and accepted, some people will stick with them. After a transition period, make it clear that the system is the official place where the work gets done.
6. Collect feedback and act on it
The first weeks will bring a lot of small comments. Making improvements shows the team that their voice matters and builds trust in the system. If you are planning an implementation, book a consultation.
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