Have you thought of managers for your Office 365 end user adoption?

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With the deployment of Office 365, functional developments bring new business scenarios, of which staff end user adoption is a key issue. Therefore, how to encourage our employees end user adoption? 

While managers unanimously recognize the strengths of collaborative tools, according to various studies only 25% of them use them. And yet, these practice leaders will have to pass on their convictions and infuse this cultural change in their close circle. The manager's challenge is to constantly challenge and motivate his/her team. 

How can we help managers promote their role as end user adoption facilitators and accelerators? How can we help them deploy these new technological tools and get their employees to work with them? 

In this webinar, we will discuss the role of managers and their importance in adopting these new ways of working. 

Objectives: 

  • Understanding the importance of managers in the adoption of Office 365 

  • Leading and guiding managers to succeed in digital transformation 

  

Plan du webinar

  • Introduction: Working with Office 365, what's the difference? 

  • Why are managers important? 

  • What are their missions? 

  • How do I guide and support them? 

  • Summary 

00:00:08
have you thought of managers for
00:00:14
your Office 365 and user adoption?
00:00:21
My name is Dina and I will be
00:00:23
your trainer today. To begin with,
00:00:25
I would like to inform you that you have
00:00:28
the possibility to ask your questions
00:00:30
during this life session via chat.
00:00:32
You will find the answers on
00:00:34
our blog the following week.
00:00:36
Also, be advised that this webinar
00:00:38
is being recorded and you will
00:00:40
have the opportunity to view it
00:00:42
soon after on our MC platform.
00:00:50
So in the next 30 minutes
00:00:53
will cover this content.
00:00:55
There will be an introduction working
00:00:59
with Office 365 and what does it change?
00:01:04
Why are managers important?
00:01:06
Will be the next phase and then
00:01:09
we'll see what their missions are.
00:01:12
And also how to guide those managers
00:01:16
and then a summary the objectives today.
00:01:21
Our understanding the necessity
00:01:23
of managers in Office 365 and user
00:01:26
adoption and also guiding managers
00:01:28
to succeed in digital transformation.
00:01:36
So what do users see?
00:01:42
1st in their day-to-day work.
00:01:47
Do accustomed to working with outlook Excel?
00:01:51
PowerPoint and word in outlook.
00:01:53
There will be communicating and
00:01:55
managing their calendars and then
00:01:57
producing spreadsheets and also
00:01:59
putting together presentations
00:02:01
or writing documents in Word.
00:02:07
So when you go to your Microsoft Office
00:02:10
Portal, what those other tiles are meant for.
00:02:18
So the evolution of tools,
00:02:21
what should? Managers know.
00:02:26
Well first, how to handle
00:02:29
document management?
00:02:31
Content creation. Communication.
00:02:33
And how to handle collaboration?
00:02:47
So now the evolution of work methods.
00:02:49
The first thing we have to do is
00:02:53
shake the habits. 30 years of male
00:02:56
habits are still lurking around.
00:02:58
If you don't practice new ones,
00:03:00
the old ones will come back.
00:03:03
The same way, with a fire if you
00:03:06
do not Stoke it, it will go out.
00:03:10
So. Over the topics when
00:03:12
it comes to collaboration,
00:03:14
document management and communication.
00:03:16
Well, we can categorize them
00:03:18
into old school and New School,
00:03:20
so we'll call it the old way of working and
00:03:23
then moving on to the new way of working.
00:03:26
Well, an old habit would be for
00:03:29
collaboration to store documents on your
00:03:32
PC and then send attachments via email.
00:03:35
But the new practice would be to share
00:03:39
workgroup documents in one particular space.
00:03:43
The old way would be when it
00:03:46
comes to document management.
00:03:48
Download or downloading an
00:03:49
modifying documents on your PC,
00:03:51
then sending the revised version via email.
00:03:55
But we were advising in the new way to
00:03:59
modify documents from a storage space.
00:04:04
And when you do speak of communication.
00:04:08
Well, the old way would be to use
00:04:11
emails again for all types of
00:04:13
communication we would like to stray
00:04:16
away from that and the new way would
00:04:18
be to favor instant chat messaging.
00:04:22
So communicating, sharing and distributing.
00:04:28
Are basically developing the right reflexes
00:04:30
and we want to work towards that goal.
00:04:39
Again, when it comes to the
00:04:42
evolution of work methods,
00:04:44
developing new collaboration
00:04:46
habits in Microsoft Teams.
00:04:49
Collaboration works only if
00:04:51
everyone is on the same page.
00:04:54
And if you only centralise topics,
00:04:57
so remember a channel equals
00:05:00
theme or work access if you will.
00:05:04
Now you need quick access
00:05:07
to your daily applications.
00:05:09
And your documents and files.
00:05:11
So when it comes to sharing
00:05:14
centralizing topics is essential.
00:05:16
So you can access your daily chats,
00:05:18
documents and apps.
00:05:20
And also make multiple support iaccessible.
00:05:24
When it comes to collaboration.
00:05:27
Well, you'll be needing to Co
00:05:29
edit documents in real time.
00:05:31
You will need to view
00:05:33
modification or changes.
00:05:35
And you can also easily locate
00:05:38
previous version which is.
00:05:40
Very convenient and using
00:05:42
comments in documents.
00:05:47
And when it comes to communicating.
00:05:50
Participating in Group chats or using
00:05:52
at mentions to get someone's attention.
00:05:56
Organizing instant or planned meetings.
00:05:59
And you can also record your meetings.
00:06:04
Those are really revelation
00:06:06
revolutionary methods.
00:06:11
So now. Supervision and leadership through
00:06:17
this change are necessary to develop
00:06:20
adoption and communicate these work methods.
00:06:26
Here's a small diagram that represents
00:06:29
really what we're facing when we are
00:06:31
trying to adopt new ways of working.
00:06:34
A lot of resistance comes at hand,
00:06:36
so first you have the evolution of
00:06:39
tools and then the evolution of habits.
00:06:42
And with that you obtain your transformation.
00:06:46
And then you get to D.
00:06:48
Evolution of attitudes.
00:06:51
Which will call the change.
00:06:56
So in the transformation part,
00:06:58
we're dealing with innovation of tools,
00:07:01
evolution of work methods, and in the change.
00:07:06
Category will be guiding human beings.
00:07:12
So why are managers important?
00:07:19
Well, promoting digital mobility
00:07:21
and collaborative advantages
00:07:23
are basically about strong
00:07:25
involvement by all parties,
00:07:27
and that's a key factor.
00:07:30
You have your colleagues.
00:07:33
We will call this the project team.
00:07:36
The project team assists coordination
00:07:38
of deployment and it also
00:07:40
facilitates managerial mobilization.
00:07:45
Then you got your top manager.
00:07:50
Is the project sponsor?
00:07:52
He gives the meaning and
00:07:55
direction to this strategy.
00:07:57
The ambassador is, on the other hand,
00:08:00
give the meaning and direction
00:08:03
and also guide users.
00:08:05
But you have the manager.
00:08:09
The measure gives the meaning and direction.
00:08:12
He also leads and guides teams.
00:08:15
He's an example to all or she is
00:08:18
an example to all a role model,
00:08:20
so we want to put our focus on the manager.
00:08:28
The manager strategic
00:08:34
position for the adoption.
00:08:41
So in this diagram, the pyramid we
00:08:44
can work from the top to the bottom,
00:08:48
going from this establishment Manager,
00:08:50
the Department manager,
00:08:51
the service manager,
00:08:53
the proximity manager.
00:08:54
And to finish with the end users.
00:08:58
The first thing we will deal
00:09:01
with is basically confusion,
00:09:03
desertion and.
00:09:05
Users putting a brake on
00:09:07
learning something new.
00:09:13
The manager is really.
00:09:15
A hands-on leader who will transmit
00:09:19
his or her skills and infuse cultural
00:09:23
change in his or her clothes entourage.
00:09:27
Which are the end users?
00:09:29
It is necessary to rely on the
00:09:32
hands-on leaders because they will
00:09:35
bring local initiatives and they
00:09:37
will reach out to team members
00:09:40
and get them on board with these
00:09:42
new collaboration work methods.
00:09:45
So it is essential to identify
00:09:48
these hands on leaders before hand.
00:09:51
If awareness,
00:09:52
communication and involvement are
00:09:54
not assured and compliance with
00:09:57
these accountabilities are not met.
00:10:00
Then user desertion of these
00:10:03
new work methods,
00:10:04
an Office 365 suite under
00:10:08
Utilization will ensue.
00:10:10
So involvement engagement of
00:10:11
these leaders is crucial,
00:10:13
because if they're not convinced
00:10:15
of the benefits,
00:10:16
the collaborative platform
00:10:17
can bring to their team,
00:10:19
it will be all the more
00:10:21
difficult to get users on board.
00:10:30
Also, delegating leadership to
00:10:33
subordinate or believing that the
00:10:36
lower level of hierarchy would
00:10:40
master the functions will not engage
00:10:44
users in the adoption of Office 365.
00:10:48
So not giving yourself the means
00:10:50
to accompany managers in this
00:10:53
transition will only generate
00:10:55
resistance from mid level managers.
00:10:58
And we'd like to avoid that.
00:11:02
So why are managers so important?
00:11:09
But we have to deal with resistance.
00:11:13
To combat this resistance,
00:11:15
it is necessary to make the manager more
00:11:19
of an ally than a roadblock to the user.
00:11:23
To get users on board with the adoption
00:11:26
of new tools instead of the desertion
00:11:29
of users from Office 365 suite.
00:11:31
Also, managing users resistance to change.
00:11:35
Now. We want. To fight user apprehension
00:11:42
by promoting new work methods.
00:11:45
We want to overcome users
00:11:47
hesitance to change.
00:11:49
Because the Oldfield confused.
00:11:53
Do you have feelings of in add inadequacy's?
00:11:58
The fear of change.
00:12:01
The failure to see the advantages of change.
00:12:05
And the modification to them
00:12:08
is synonymous with change.
00:12:13
So why managers are important again while
00:12:17
from change to adoption project team must
00:12:21
quickly train best practices leaders.
00:12:29
Beyond this tool, change the position
00:12:32
of the managers will be one of a
00:12:34
relay and to bring direction to the
00:12:37
project among their team members.
00:12:39
It is not enough to encourage
00:12:41
team members to use Office 365.
00:12:44
They must explain to them why,
00:12:47
because this transformation starts
00:12:49
with the managers own adoption of the
00:12:53
Office 365 suite an it's gnu tools.
00:12:56
This adoption by all team members
00:12:59
initiated at the local level by the
00:13:02
manager will lead to the success of the
00:13:05
application of new tools and work methods.
00:13:08
This success may have long
00:13:11
term benefits in terms of.
00:13:14
Performance.
00:13:18
Efficiency.
00:13:21
Ease. Higher productivity and recognition.
00:13:27
So we're going from the
00:13:29
change transformation to
00:13:31
adoption and then success.
00:13:32
Those are the four steps.
00:13:40
So it will be necessary to accompany the
00:13:42
manager to assess the needs and specific
00:13:45
requirements of his department's team.
00:13:51
So what are their patience really?
00:13:57
Well, you have to determine your
00:14:01
departments collaboration first.
00:14:02
Collaboration is based on
00:14:06
three functions. Communication.
00:14:09
Cooperation and coordination.
00:14:17
So the measure again will have to assess
00:14:21
this apartments collaboration needs.
00:14:23
A revisiting of the working methods
00:14:25
within his team or her team is necessary.
00:14:29
Each team member will then be able
00:14:31
to understand the importance the
00:14:33
areas for improvement and the need
00:14:36
for this transformation project.
00:14:38
Communication is important.
00:14:40
Person interacts with other targeted parties
00:14:45
to inform them and or make a request.
00:14:49
An within cooperation.
00:14:51
The people contacted produce an action
00:14:54
that goes in the same direction of
00:14:59
the exchange initiators expectations.
00:15:01
An when we speak of coordination.
00:15:05
The actions produced are also
00:15:07
perfectly in tune with the actions of
00:15:10
the initiator of the collaboration.
00:15:13
And adjust to them as bastards again so.
00:15:17
Is components must be found
00:15:20
in collaborative work first,
00:15:22
the human,
00:15:23
organizational and technical aspects
00:15:25
must find support in the tools
00:15:28
put in place within the company.
00:15:35
To embody through its behavior team spirit.
00:15:40
The respect, listening skills,
00:15:43
frankness and professionalism that the
00:15:47
manager wishes to inspire his team.
00:15:50
The better the needs.
00:15:52
Um analysis that would say the
00:15:55
better the team members commitment.
00:15:58
And the final prerequisite for
00:16:00
collaboration is really trust.
00:16:01
So whether it's within the team,
00:16:04
the management in the suggested tool,
00:16:06
and in the diptych.
00:16:09
I help, I'm helped.
00:16:16
Collaboration guiding human beings.
00:16:17
Then you go to the evolution
00:16:20
of work methods and moving on
00:16:23
to the innovation of tools.
00:16:31
So what is the manager's role in this?
00:16:36
So its role. Explaining the need.
00:16:43
And reasons for change an risks.
00:16:47
Without it, so giving meaning
00:16:50
to transformation is important.
00:16:52
This involves direct
00:16:54
communication at team meetings.
00:16:57
Communication is often associated with
00:16:59
the ability to express oneself or to
00:17:02
present an idea to the other person,
00:17:04
but it's not enough to deliver
00:17:06
your messages without asking
00:17:08
more questions than that.
00:17:10
And above all,
00:17:11
without making sure that your team
00:17:15
members have all heard an integrated.
00:17:18
Send message.
00:17:21
So we will show the manager that
00:17:24
his involvement. His participation
00:17:25
must be active and visible.
00:17:31
So sharing with your team the
00:17:34
advantages of individual and
00:17:35
collective efforts in collaboration.
00:17:37
Encourage feedbacks.
00:17:39
And then we move on to the assimilation.
00:17:43
So again in the managers role we will
00:17:46
show the manager that his involvement,
00:17:49
his participation must be active again,
00:17:51
an visible through clear and regular messages
00:17:54
face to face and focused on progress.
00:17:58
Share with your team.
00:17:59
The individual and collective
00:18:01
benefits of collaborative work.
00:18:03
Ensure, again, feedback,
00:18:04
positive or negative.
00:18:05
It doesn't matter to the project team.
00:18:08
Escalate the difficulties of the field
00:18:11
and beady eyes and ears of the project.
00:18:16
Appropriation, you want to train.
00:18:20
Will have to be trained on Office
00:18:24
365 suite stools himself or herself.
00:18:27
So we're talking about self training.
00:18:35
Having access to resources
00:18:38
mustering Newark methods.
00:18:40
Now what to do letting go?
00:18:47
And the right to air.
00:18:51
The managers position.
00:18:56
The measure well be a role model for change.
00:19:01
The manager walks the talk committed to
00:19:06
promoting excellence within the team.
00:19:08
Be a full driver of change.
00:19:11
Managers are encouraged to support an
00:19:14
lookout for their teams so encouraging
00:19:17
collaborative dynamics involves making sense.
00:19:20
To the project.
00:19:22
Or making sense of the project.
00:19:24
Promoting good work methods an excellence.
00:19:28
The recognition and appreciation of
00:19:30
team members who share and cooperate.
00:19:33
Trust based work reports that allowed
00:19:35
for letting go and the right to air.
00:19:39
And So what not to do?
00:19:41
So we went over to what to do be
00:19:44
the role model in promoting change,
00:19:47
promote collaboration,
00:19:48
dynamic by the transmission of meaning and
00:19:50
direction, promoting good work methods,
00:19:53
recognition and appreciation
00:19:54
of employees and letting go.
00:19:56
And the right to air.
00:19:58
That's important.
00:19:59
So what not to do well?
00:20:02
Staying inactive and invisible
00:20:05
throughout the transformation process.
00:20:08
Not showing support for the project through
00:20:11
words and actions also not communicating
00:20:14
effectively about the need for change.
00:20:17
Delegate its role to
00:20:20
ambassadors an project teams.
00:20:22
Or in trust sponsorship
00:20:24
outsourced to Konsult.
00:20:26
To consultants ambassadors or project
00:20:28
teams instead of acting on the frontline.
00:20:32
So underestimate the human side of change
00:20:35
and believe that people will naturally
00:20:39
adopt without training or guidance.
00:20:50
So what are the managers objectives?
00:20:56
Again, be a role model.
00:21:00
Promoting cooperation Wilko building.
00:21:04
Be the example really.
00:21:08
And sure, why we collaborate in teams.
00:21:12
Why do we create channel themes?
00:21:14
How to communicate in this channel?
00:21:17
How to store documents in the
00:21:19
channels documents library?
00:21:21
How to Co edited document?
00:21:23
You need to get users on board.
00:21:27
To be a role model committed
00:21:29
to leading by example,
00:21:31
you encourage cooperation again by Co.
00:21:33
Building new ways of working
00:21:35
together with its teams.
00:21:37
So don't try to find what
00:21:39
you know with email.
00:21:41
Reinvent your daily routine to
00:21:42
embrace a new way to collaborate.
00:21:45
You need to share, organise,
00:21:47
simplify processes and an example again.
00:21:50
Are the elements are shown just before
00:21:53
so as influencer sponsors will have
00:21:56
to get users on board by explaining
00:21:59
the benefits of this transformation?
00:22:02
The actions among teams.
00:22:13
Once the tools are in place,
00:22:16
constant and continuous communication
00:22:18
is essential for management,
00:22:20
who must promote them communication with.
00:22:24
His or her team.
00:22:27
Well.
00:22:28
Communication among your team
00:22:29
first raised team members.
00:22:31
Awareness of this takes direction
00:22:33
an their advantages.
00:22:34
Then you need to get team members
00:22:37
on board to make them actors
00:22:40
in this transformation and you
00:22:42
need to convey a sense of trust.
00:22:45
So again,
00:22:46
the manager presents the program
00:22:47
to his or her team members
00:22:50
to raise awareness about.
00:22:51
This takes the meaning of their
00:22:54
benefits to deployement schedule.
00:22:56
He or she ensures that the messaging
00:22:58
and tools of each member of.
00:23:01
The team are mastered in order
00:23:03
to be successful.
00:23:05
Well,
00:23:05
this migration requires the ability to
00:23:07
get team members on board by making
00:23:10
them actors in the transformation.
00:23:12
It's also important to convey a sense
00:23:15
of trust in your team's success,
00:23:18
so listening to and hearing the
00:23:20
expectations of team members will
00:23:22
allow everyone to feel involved.
00:23:27
So giving everyone time
00:23:29
to master digital tools.
00:23:35
To accompany team members to
00:23:37
produce their learning to master,
00:23:40
the digital tools reassure your team
00:23:43
the tools that employees already knew,
00:23:46
which is word, Excel or PowerPoint.
00:23:49
Well, the second criterion is issues
00:23:52
related to data security, an ownership.
00:23:58
So suggesting work methods
00:24:00
without forcing them.
00:24:02
Guiding team members on the
00:24:05
most appropriate solution.
00:24:06
And put an emphasis on the
00:24:08
team member contributor.
00:24:12
Team member could building and
00:24:14
collaborative work methods adoption.
00:24:16
Again, creating a oil for change.
00:24:20
Organizing work method
00:24:23
workshops with team members.
00:24:25
And collectively.
00:24:27
Determining advantages for this team.
00:24:30
So how to guide them?
00:24:38
In stating in, raising
00:24:40
awareness among managers.
00:24:45
Well, give an overview of tools storing
00:24:48
and sharing collaborating with documents,
00:24:50
how to optimize your meetings, for instance.
00:24:53
You wanna bring out work methods
00:24:56
that will collectively provide long
00:24:58
term benefits and choosing the right
00:25:01
tool box for the Department is key.
00:25:04
You also want to help them with the
00:25:07
concrete transformation of their team.
00:25:09
Supplying them with training materials.
00:25:17
So train managers on new tools and features.
00:25:21
Is he as well? So now I would suggest
00:25:26
you do visit are the mandarine platform
00:25:28
where you will be able to have
00:25:31
access to the tool selection guide.
00:25:33
I tried a few minutes before the
00:25:35
session to access it, but the apparently
00:25:38
we're having an interruption.
00:25:39
I'm going to try it right now
00:25:41
and see if I can show it to you.
00:25:44
If you do have a few minutes, hold on.
00:25:49
So I'm trying to load the page
00:25:52
on my other screen. Well, no,
00:25:55
I'm sorry the page is still not working.
00:25:58
So basically the tool selection guide
00:26:00
if you were on the monitoring platform
00:26:03
an you were to use the search bar.
00:26:06
Just type the word the right tool
00:26:09
and then go to the web and R,
00:26:12
that's, uh, uh, how to determine the
00:26:15
right tool to use for which task
00:26:18
an when you go into the web in R.
00:26:21
At the bottom of that page,
00:26:23
you can get to that tool selection guide,
00:26:25
which is really an interactive instrument.
00:26:27
So in there is going to ask
00:26:29
you immediately what how.
00:26:30
What do you want to do?
00:26:32
Basically, what do you, what?
00:26:34
What are you trying to do?
00:26:36
If you're trying to share something or
00:26:38
diffuse information then he's going to
00:26:40
tell you with whom with one person,
00:26:42
the whole company,
00:26:42
and every time you have to specify
00:26:45
what you're looking for,
00:26:46
and then at the end it will give
00:26:48
you recommendations.
00:26:49
Anna link to video you can watch.
00:26:51
To guide you into how to use the tools.
00:26:55
And also you can revisit the
00:26:58
introduction to Office 365 desktop tools.
00:27:10
Now, user experience
00:27:12
feedback is very important.
00:27:14
You want to share the success stories to
00:27:20
motivate all the colleagues around there.
00:27:25
Set your objectives so help
00:27:27
the team members to re light.
00:27:31
By identifying case scenarios.
00:27:34
Stimulating well simulation
00:27:36
for emulation is what we're
00:27:39
looking to do and use examples.
00:27:42
Plan interviews,
00:27:43
an make videos about those sessions.
00:27:49
So In conclusion,
00:27:51
accustom your managers to new work methods.
00:27:54
First help the managers to rethink
00:27:58
or reinvent their collaboration.
00:28:00
And guide them with the
00:28:03
training of their jeans.
00:28:06
Then lean on managers for a
00:28:10
successful transformation.
00:28:12
This session has come to an end.
00:28:14
I want to thank you all for attending an.
00:28:18
I wish you all live pleasant day and please
00:28:21
extend your knowledge on our platform.
00:28:23
I look forward to seeing you nerd
00:28:26
next webinar sessions and remember
00:28:27
the session is recorded and will
00:28:30
appear on the platform next week.
00:28:32
Continue to ask questions via chat.
00:28:34
We will answer those the next week as well.

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