The JFDI (just f***ing do it) method, otherwise known as ‘my way or the highway’ has been used for decades in management, with questionable results. A dictatorial approach, it leaves little room for collaboration or trust within a team – which invariably leads to resentment from those following orders. Surely there must be a better way to introduce new processes to an organisation that doesn’t involve micromanagement and a sour taste in the mouth.
Enter our winning formula for increasing martech adoption. Built upon the principles of inclusion and trust, we’ll show you how to form a team of engaged and enthused adopters who will help to implement new technology. It may well be just what you need to ensure your investment goes the distance.
As author and motivational speaker Simon Sinek famously said, it’s not what you do, it’s why you do it that matters. Before introducing any new technology to your organisation, it’s important to know exactly why this is the right direction to take. Change brings uncertainty and, more often than not, increased workload, so winning the hearts of your new adopters is crucial.
What benefits will the martech bring to your team? How will it make their lives easier? What’s the roadmap for implementing the changes? If you are ready to clearly communicate these answers you’ll be one step ahead when it comes to introducing new ways of working. It’s always worth spending time with senior management and encouraging their buy-in to the plans afoot so that they can actively encourage their peers to come on board, especially if they are influential members of the organisation.
Get user feedback
So far, so good. You’ve managed to get buy-in from senior management, everyone seems to be willing to test out the new tools available and you’ve not heard too much grumbling – yet. It’s tempting to crack on with the changes and roll the martech out straight away, but before you race to the finish line, make sure to complete some user testing to gain valuable feedback.
This is a prime example of moving away from the JFDI method as – guess what – things might not go as planned. If you’re leading the charge and it all fails then your head will be on the plate and your colleagues won’t be too sad about it.
Change brings uncertainty and, more often than not, increased workload, so winning the hearts of your new adopters is crucial.
Now is the time to build a team of user testers to try the martech, and offer their honest feedback on pain points and where stumbling blocks might occur. In the mix should be your most enthusiastic team members – those chipper folk who are raring for change and to jump straight in, as well as a sprinkle of those who you identify to be your ‘challengers’ – those who are wary of change and are most likely to stand in its path. Work your persuasive magic on these challengers, listening carefully to their comments and taking steps to resolve their worries. Once you get this group on your side, the road to success will be considerably smoother.
In successful martech adoption, no man or woman is an island, and the more support you can generate from your team the better. Not only does it take the stress off one singular person, but it also strengthens the skill set of those working for positive change. The JFDI dictator relies on their team to follow orders but what should happen if that person were taken ill, or left the company?
Train up advocates
Once user testing is complete, begin the on-boarding process by training up a select few members of the team who can assist with teaching others the new methods, and can be a filter for questions that arise whilst getting used to the software. It’s extremely important to have the process down in writing with copies easily accessible to the team. Not only does this prevent bottlenecks in the system, it also allows people to be self-sufficient and feel empowered to conquer the change.
Once on-boarding is complete it’s tempting to cross that project off the list and move on to the next phase, but beware of resting on your laurels. Like any new change, there will be teething problems, updates and a return to make on your investment. Assigning one person in your organisation the role of managing the new martech will ensure that you continue to make the most out of its functionality. They can maintain the relationship with the company supplying the technology and be there to support new users and provide training.
If there’s one key takeaway from this guide to successful martech adoption, it is the power of numbers. By including the right people at the right time, you’ll be able to win both the hearts and minds of your team and gain the support of those who will be using the technology. Martech is only as good as the people using it, so including them in the adoption process rather than forcing it upon them is the only way to inspire positive change and empower co-workers.