Talking the right tech talk
April 14, 2008 09:00 AM
As I said earlier, I had the awesome opportunity to attend
NTEN's NTC a couple weeks ago. One of the many interesting take-aways for me was the idea of language and technology-speak. The blurb I gave before said:
Adopting new technologies in your organization is difficult, granted. But it is still necessary! One thing to keep in mind as individual staff and the organization adapts to new technologies is that you shouldn't be a cheerleader for the specific accomplishments, but try to consistently cheer on the people and their work and the tools they are using!
There are many more examples we can think of when there could be miscommunication between technology staff and the rest of the organization, or missed communication opportunities all together. When we are working in offices at nonprofits or other philanthropic organizations we need to approach conversations in a different way, to avoiding losing people in our techie conversation. How do you do that?
- Don’t worry about avoiding conversations! Instead of agonizing over a conversation to leadership about needing $10k, find a way to start a conversation about how that investment can make the staff’s work more effective or efficient, or save money elsewhere.
- Recognize the differences! Talking to a fellow techie about new software, platforms, products, etc. can be great but so can conversations about those things with staff so long as you recognize the difference between features and benefits—tech people care about features, no one else does. This goes for conversations with leadership, buy-in, training, etc.
- Express what you want clearly! It is fine to ask for or recommend new budget items, upgrades, uses, or strategies; it’s more than fine, it’s your job! But know your strengths and how to work within them so that what you are asking for and why is clear.
- Don’t be a cheerleader for the accomplishment! You should, of course, always recognize accomplishments throughout your organization, including the technology department. But, as a leader (and not just a techie) you should work to cheer on the people, the work and the tools instead of just the end accomplishments. After all, it was the people, their hard work, and the tools chosen that got to that goal!
What kinds of conversations have you had as the “techie” (accidental or not!) and what results did you have? How were you able to have the most “successful” conversations with your leadership or staff when dealing with technical matters?
