When you retire applications and introduce new ones, how do you break that news to people? How do you get them to trust what you’re trying to do?

Top Answer : I tell them, "I get it, we're in this together. I know this is hard. I'm not discounting that. We're going to figure this out. Tell me the things that are most important to you about this."  That helps to change the conversation from a reactive, defensive, resistant behavior to..."Okay. All right. If I'm going to have to do this, let me think through with this partner what is really important to me and what do I need to be able to achieve.  She seems like she wants to partner with me to get this done. Let's try and figure this out."  Changing the tone of the conversation upfront is really important. And then demonstrating that you're not here to try to make this a negative experience for everyone, but that you're here to really try and figure out how to pave the path for them and work together.  Then, you need to consistently demonstrate that by checking in, even if it's picking up the phone and saying, "Hey, I know there's a lot of change coming. Tell me about the sentiment in your organization right now. Is there something that we need to pivot to do differently? Different communication style? Do we need to do a conference call with everyone? Do we need to have a virtual training session? What is it that we need to pivot on based on the pulse that you're taking from folks today.”  This is critical because as you go along, you need to be agile with what you planned three weeks ago, and shift in order to make sure that you’re maintaining that sense of trust and confidence from your stakeholders that what you’re executing is going to be something that they're going to be successful with.

Black Hard Drive
Software
I tell them, "I get it, we're in this together. I know this is hard. I'm not discounting that. We're going to figure this out. Tell me the things that are most important to you about this."  That helps to change the conversation from a reactive, defensive, resistant behavior to..."Okay. All right. If I'm going to have to do this, let me think through with this partner what is really important to me and what do I need to be able to achieve.  She seems like she wants to partner with me to get this done. Let's try and figure this out."  Changing the tone of the conversation upfront is really important. And then demonstrating that you're not here to try to make this a negative experience for everyone, but that you're here to really try and figure out how to pave the path for them and work together.  Then, you need to consistently demonstrate that by checking in, even if it's picking up the phone and saying, "Hey, I know there's a lot of change coming. Tell me about the sentiment in your organization right now. Is there something that we need to pivot to do differently? Different communication style? Do we need to do a conference call with everyone? Do we need to have a virtual training session? What is it that we need to pivot on based on the pulse that you're taking from folks today.”  This is critical because as you go along, you need to be agile with what you planned three weeks ago, and shift in order to make sure that you’re maintaining that sense of trust and confidence from your stakeholders that what you’re executing is going to be something that they're going to be successful with.
1 upvotes