IT professionals: Build your brand with internal communication
It’s the paradox of being in IT: If you’re doing a good job, people wonder what you do all day. But if you spend all your time managing crises, people compliment you on how hard you’re working.
The simple fact is that your coworkers and firm leaders don’t understand the complexities of your role. So, if you want to establish yourself as an authority and be recognized for your crucial role in keeping things moving, you must build your brand internally.
To be recognized for your excellent work, you need to reframe the conversation and ensure that you’re marketing yourself internally as a subject matter expert.
Showing other firm leaders how your work contributes to their success is vital. So highlight any projects or initiatives you’ve implemented that positively impacted the firm’s performance. And be sure to emphasize your commitment to staying connected with industry trends so they can trust that they are always getting the most up-to-date information from you.
Using the RACI chart
Project managers often use a RACI chart, sometimes called a Responsibility Assignment Matrix, to identify a team’s roles and responsibilities for any project deliverable, milestone or task. But it’s also a helpful internal communication tool.
RACI stands for:
Responsible. The individual who is responsible for executing the task or activity in question. This person typically carries out the bulk of the work and may be assigned specific deadlines, goals or requirements.Accountable. The individual is ultimately accountable for successfully completing the task or activity in question. This person may be the project leader or someone in a senior role at the firm or in your department.Consulted. Individuals who are consulted on the task or activity and provide input that is taken into consideration.Informed. Individuals who are informed about the progress of the task or activity but typically don’t have any input on decisions made.
Using a RACI chart can be an incredibly effective tool for ensuring that everyone on your team knows their responsibilities and that tasks are assigned correctly. By clearly outlining who is responsible for which activities, IT leaders can be confident that their team will complete tasks promptly and accurately. And by keeping everyone informed of progress, team members can remain accountable for their part in the process.
But using a RACI chart can also build your brand internally and get recognition for your efforts. Because it helps you identify who needs to be consulted and informed about different projects or tasks, you can plan your communications to demonstrate value to firm leaders, colleagues and other stakeholders.
Building your IT communication plan
An IT communication plan is one resource we use in our work with CIOs and other IT professionals from accounting firms.
This is a simple spreadsheet that helps IT leaders plan internal communications by thinking through six aspects of communicating on any project or initiative:
Audience. Considering your audience is an integral part of effective communication because it allows you to tailor the message in a way that is meaningful and relevant to them. You can also emphasize some aspects of the conversation depending on who is being addressed — such as budgets for the CFO or client service for non-technical stakeholders.Communication goals. Before communicating, think about the goal or purpose of the communication. This can help to ensure that messages are clear, concise and effective in achieving their desired outcome. Having a clearly defined goal helps to focus the message and create a more meaningful experience for the recipient.Level of detail needed. This is where your RACI chart comes in handy. Someone who’s being consulted about a project needs more detail than someone who’s simply being informed.Communication delivery method. Think about how you want to communicate your message. Consider what medium will most effectively convey information, such as email, instant message or face-to-face meeting. Different formats may have different levels of impact depending on the audience and the goal of the conversation. Knowing the suitable delivery method can also help you create a compelling message that resonates with your audience.Target date or frequency. It’s important to consider when it is appropriate to communicate. Some messages may require more frequent communication than others — for example, a weekly project status update versus a one-time announcement about changes in process or procedures.Owner. Who’s responsible for maintaining communications? It might be you, or it might be another member of your team. Ensuring everyone knows who’s responsible for communication helps prevent misunderstandings.
Let’s consider an example: As the CIO, you must talk to the CFO regularly to let them know what’s coming up. You may have a monthly meeting where you discuss upcoming projects and budgets at a high level. On the other hand, if you’re in the middle of deploying a new HR system, meeting with the head of HR and providing a high-level overview of the project isn’t enough — you might be communicating weekly (if not daily) and providing a lot more detail into specific challenges and milestones.
Don’t be afraid to toot your own horn
Don’t just discuss challenges and tasks with firm leaders. If you have success, make sure you let them know!
I’ve often seen IT teams work all weekend to ensure a new technology or update is ready on Monday morning. Unfortunately, they don’t tell anyone about the planning and effort that goes into making IT seem like magic.
If people think your job is magic, they believe anyone can do it. So make sure IT isn’t something invisible that only comes to their attention when there’s a problem. Be honest about challenges, delays and roadblocks, but spin it well.
Communication is your superpower. You can use it to foster relationships, increase collaboration, drive insights and inspire action. IT professionals can build their personal brand internally by actively communicating with their teams and the firm’s stakeholders. This doesn’t just lead to better business results but to more understanding and respect for your position and recognition of you as a highly skilled and valuable member of the team.
