The Future is Friendly: Getting Staff Buy-In
Q: Hi Salma! Today I’d like to get your perspective on getting buy-in from staff about system upgrades. But I want you to put on your “Controller” hat on for this one.
A: Luiz, do I ever take it off?
Q: Sassy! You used to manage an accounting team right? Like you haven’t always been on the implementation side of things.
A: Correct! Many many moons ago.
Q: I hear from a number of prospects that there’s some difficulty in getting buy-in for a financial system upgrade from some of their staff. Why do you think that is?
A: I think most people assume it’s because people don’t want the robots to steal their jobs. I don’t really think that’s the root. I think the real reason people fear change is that it introduces uncertainty in a discipline (accounting) that is notoriously risk-averse. Accountants by trade are trained to identify risks (like cash flow or profit erosion) and try to mitigate those risks. When introducing new systems and technologies, the lizard brain in us starts screaming “DANGER!”.
I also think a lot of us are inherently pessimistic. We prioritize negative information over positive. The focus is often not “What if this works?”, but more commonly, “What if it doesn’t?”.
Q: So how do you tell that brain to keep quiet?
A: Not gonna lie, it’s tough! I always found it easier to coach my team through it rather than apply this to myself. We’re all a work in progress I suppose. My pitch is usually: “Tell me what you hate about your job?”. This usually puts staff at ease. People love to unload! And it’s remarkable how similar the lists of financial people are across the industry:
The menial data entry
The repetitive tasks
The incessant data manipulation for financial reporting
Always feeling behind (the hamster-wheel of financial accounting)
The lack of kudos from the higher ups on a job well done
Chasing staff for approvals and receipts
Once the list has been gathered there’s a follow-up question: “What do you think might help?”. Here’s where we start to see a bit more variation:
“If people would get me the information on time I wouldn’t always be scrambling!”
“It would be really helpful if people just KNEW what they wanted to see!”
“I’m no one’s babysitter.”
“There’s just too much work!”
I call these types of answers deflection. They aren’t solutions, but rather extended complaints. So, we re-frame with “Those don’t sound like solutions.” Usually people are a bit stumped, and that’s what gives you the room to present one! Give them a chance to vent, vent some more, then MOVE on!
The pitch can be simple and straightforward. You as the leader of the team are required to become a salesperson! Involve the team from the beginning by sharing this new idea and seeing how everyone feels about it. Early collaboration is key to smoothly integrating any system upgrade. When the team feels connected to the project, progress flows naturally. Explore together how this change can benefit everyone, aiming for steady, achievable improvements.
Q: That could be tough for a salesman hahaha!
A: Indeed! I think the closing pitch is really: “I want to free you from the day-to-day menial tasks so you do more valuable work.” At least that always worked on me...