Win Your Team's Buy-In: How to Introduce New Software Without Resistance in Your Design Business

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Hey there, welcome back to Elevated! I'm Brandy Lawson, and in this episode we are working through what might be the trickiest part of any software implementation – getting your team excited instead of terrified when you announce "we're changing our systems!"

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Episode Transcript

(00:05):
Hey there.
Welcome back to Elevated.
I'm Brandy Lawson, and in thisepisode we're working through
what might be the trickiest partof any software implementation,
getting your team excitedinstead of terrified.
When you're announced we'rechanging our systems.
I've seen some software rolloutsthat looked more like mutiny
than improvements, the hardtruth that most business owners

(00:26):
miss.
Software implementation.
Isn't a technical challenge,it's a human one.
Your team isn't resisting thesoftware they're resisting.
The uncertainty, disruption andfear of looking incompetent
during the transition and nofancy features or efficiency
gains will overcome those veryreal emotional barriers.
So to overcome that very realhurdle to a better life, through

(00:49):
software, we're creating a teamcommunication plan that
transforms resistant teammembers.
Into enthusiastic championsbecause the difference between
software that gathers digitaldust and software that
transforms your business isn'tthe features.
It's in how you bring yourpeople along for the ride.
Getting your team on boardrequires a strategic approach

(01:10):
across five key areas.
First, timing and messaging.
When and how you announce asoftware change dramatically
impacts initial reception.
Avoid the mistake of announcinga complete system overhaul right
before your busy season.
That kind of timing can createimmediate resistance because
everyone's already stressed outabout deadlines.

(01:31):
Yes, your communication planshould carefully consider when
to introduce the change and howto frame it.
The most successfulimplementations I've seen start
with the why, the specificproblems.
This change will solve for yourteam, not just for the business.
Don't say, this will improve ourefficiency By 20% say this will
eliminate those specificationreports that keep you working

(01:52):
late on Friday.
Second, identify and leveragechampions within your team.
Every workspace has influencerswho have opinions, carry weight
with the colleagues.
These aren't necessarilymanagers.
They're often the go-to people.
Others ask for help if possible,identify that person.
Everyone naturally gravitatestowards with software questions.

(02:13):
There's usually one in everyoffice.
Then bring them into thesoftware selection process early
to help build natural internaladvocacy.
That way when the change isannounced, there is someone on
the team who's already familiarwith the system.
Excited about its potential andready to be that go-to resource
for their colleagues.
This kind of strategy might seemobvious in hindsight, but is so

(02:36):
often overlooked in the planningstages, and it's usually a
win-win.
The tech savvy team member getsto shine in the leadership role
while their colleagues get thesupport from someone who truly
understands their day-to-daychallenges.
Third, acknowledge and plan forthe changing gears where the
team is less productive as theyadopt the new software.
Performance and morale willtemporarily decrease during the

(02:58):
transition that's inevitable.
Your communication plan needs tonormalize this experience rather
than treating it like a failure.
Okay.
One idea here would be to createa mistake of the week share
during team meetings whereeveryone, even the owner can
talk about their softwareblenders.
This creates psychologicalsafety during the learning
curve.

(03:18):
Fourth, create a personalizedwhat's in it for me for
different team roles.
Your designers.
Project managers andadministrative staff will each
have different concerns andpotential benefits.
An option here is to create arole specific one pager,
highlighting how the new systemsolves specific pain points for
each position.
Finally, establish clearexpectations and support

(03:41):
mechanisms.
Beg directives, like start usingthe new system are
implementation killers.
Your communication plan shouldoutline exactly what's expected
from each person.
Buy when, and most importantly,where they can get help when
they struggle.
Let's explore how a kitchendesign firm might structure
their communication strategywhen rolling out new project
management software.

(04:03):
Here's what a 30 day pre-launchcommunication plan could look
like.
So day one, opening theconversation.
Consider starting with smallgroup discussions, uh, skipping
that impersonal email blast.
Next, gathering team wishlistfor improvements and
acknowledging what's workingwell in current system.
Then day seven, introduce yoursolution.

(04:24):
The team might demo featuresthat address top pain points.
Share a potential timeline,introduce key players and peer
champions.
Day 14, make it personal,possibly organize role specific
sessions, some hands-onpreviews, tailored to each
department and have open forumsfor questions and concerns.

(04:46):
Day 21.
Setting learning expectations.
This could include proposingtraining schedules, introducing
potential support resources, andhaving honest conversations
about learning curves, creatinga no silly questions culture.
Day 28, mapping the journey.
The outline here might include aproposed timeline for phasing
out old systems, suggestedadoption milestones, ideas for

(05:09):
celebrating wins along the way,because throughout this process,
maintaining an opencommunication channel is
critical.
Team adoption hinges onaddressing all questions,
honestly, even the tough oneslike, what if I struggle with
the new system?
With this kind of thoughtfulapproach, a team might not just
adopt the new software.
They could become enthusiasticadvocates for it.

(05:31):
Who knows?
It might even become a sellingpoint when recruiting new
talent.
This week, you can outline yourteam communication plan ahead of
the next software change.
Head to fiery effects.com/chooseand download the worksheet.
Start by answering thesecritical questions.
Who are the key influencers onyour team?
Regardless of title, whatspecific pain points does this

(05:54):
software solve for each role?
What is your plan for theinevitable implementation dip?
How will you create safety forquestions and mistakes?
And what does success look likeat 30, 60, and 90 days?
Remember, your team doesn'tresist change.
They resist being changed.
When people feel ownership inthe process and clarity about

(06:17):
the benefits, they becomepartners instead of obstacles.
Next week, we'll complete theimplementation discussion by
talking about training andsupport strategies that set
everyone up for success beyondthe initial launch phase.
If this episode helped yourethink your approach to team
communication around technologychanges, share it with another
design professional who might bestruggling with team adoption.