5. Emphasize teams over tech — and cultivate learning
Deploying emerging technologies designed to automate and improve processes is a great idea. “However, it’s even more crucial to invest in your teams and make sure everyone has the skills necessary to take advantage of these technologies, especially in today’s fast-paced AI-driven era where change is the only constant,” says Trevor Schulze, CIO at data analytics software provider Alteryx.
Building an environment that encourages and provides continuous learning opportunities is essential, Schulze states. “Beyond boosting morale, consistently upskilling and reskilling the existing workforce helps IT teams free time to deliver on high-value projects that drive performance and prepare the organization for an era of AI-driven intelligence.”
6. Delve into the data
Take consistent, meaningful measurements, suggests Chris Higgins, senior vice president of infrastructure at cloud service provider DigitalOcean. “This approach is effective because it creates a transparent framework in which the team can contextualize occasional shortcomings, such as when an SLA issue may have been missed.”
IT organizations are service organizations and, as such, there are many KPIs that can be used to demonstrate results. “As with other service organizations, it’s important to focus on giving customers exactly what they need, which very often is not what they ask for,” Higgins notes.
7. Make meaning a central mission
An effective way to improve IT performance without killing morale is to give teams meaning and a strong sense of belonging, says Bernardo Tavares, CTO and data officer with consumer healthcare products provider Kenvue. “By emphasizing the importance of the work they do, and how it impacts the business, you can help the team feel more engaged and motivated. Creating a culture of inclusion, combined with purpose-led daily acts, can also help team members feel connected to each other and to the shared purpose of the organization.”
Engagement is a critical success factor that leads to a highly successful business and fuels superior performance, Tavares says. “When employees feel connected to the purpose of the enterprise and excited about the work they’re doing, this helps to fuel stronger business performance overall.”
A big mistake is failing to encourage team-based leadership, Tavares says. “Our ‘People Leaders’ are expected to lead by example, promote an inclusive and trusting environment, and set clear goals and performance expectations,” he explains. “When provided with the right tools, team leaders can act decisively to align people and financial resources to maximize value.”
8. Embrace diversity
Hiring divergent team members — individuals with unique strengths and challenges — can give IT leaders a competitive business advantage, says Anthony Pacilio, vice president of neurodiverse solutions at technology services firm CAI. “A diverse and inclusive team is more likely to generate a wider range of ideas, solutions, and strategies,” he states.
Above everything else, offering employment opportunities to an often-overlooked talent pool is the right thing to do, Pacilio says. “With this approach, organizations can leverage outside-the-box thinking for better work processes while reinforcing a strong diversity, equity, and inclusion strategy that benefits both employer and employees,” he notes. “When employees are empowered to bring their authentic selves to work, it paves the way for continuous learning and growth.”
9. Be compassionate
Promote a healthy work-life balance, advises Adhiran Thirmal, senior solutions engineer at cybersecurity services firm Security Compass. He recommends encouraging breaks, vacations, and flexible schedules. “A well-rested, rejuvenated team is a productive team,” Thirmal states.
It’s also important to recognize and reward both individual and collective achievements. “A pat on the back goes a long way,” Thirmal says. “Foster a positive, supportive environment where everyone feels appreciated for their contributions.”
10. Think holistically
Performance improvement should be approached holistically, not simply as a mandate that individual teams must fulfill. “Leaders need to understand and respect the capacity of their teams and prioritize accordingly,” says David Laribee, CEO of digital transformation services firm Nerd/Noir. “When leaders don’t understand queue size and don’t rigorously prioritize work going into these queues, you have a recipe for disaster.”
