10 ways to improve IT performance (without killing morale) – CIO

Every IT leader wants to create a fast, efficient, and innovative IT organization. After all, in today’s rapid-paced business world, a creative, productive IT team is vital for staying ahead of the competition, increasing revenue, and becoming a market leader.
To establish a high-performing IT culture, IT leaders must be able to push their teams to the limit without crippling morale. Improving IT team performance is a constant, ongoing effort, says Dena Campbell, CIO at Vaco Holdings, a global professional services firm. “It’s not something that’s effectively managed off the side of your desk,” she warns. “It requires time, attention, and continually investing in top talent as well as tools and processes to support the team.”
Here are 10 ways to keep both team performance and spirits strong and engaged.
IT teams are expected to address short-term demands while simultaneously planning long-term initiatives. “This requires managing teams in a way that doesn’t compromise short-term productivity or stifle long-term vision, creativity, or morale,” Campbell says.
To achieve optimal team performance, IT leaders should pay close attention during all project phases. “Identify the highs and lows, from excitement and enthusiasm to stress, frustration, and fatigue,” Campbell suggests. “Leadership is responsible for boosting morale and countering stressful times with periods of recovery, rest, and self-care, resulting in increased retention while reducing burnout.”
Prioritizing transparent communication is necessary to maintain positive team morale, says Chip Kleinheksel, global SAP CTO at business consulting firm Deloitte.
“When approaching your team about performance improvements, present the specific challenge areas and propose solutions to drive the desired results,” he advises. “This will show the team that leadership has put real consideration behind the approach and is willing to assist when needed.”
A full-team communication approach also demonstrates a strong commitment to working through challenges as an organization rather than as individuals.
Transparent communication gives teams a better understanding of important issues, including clarity about why and where there’s need for improvement. Being able to address specific concerns that need to change is key to keeping team morale high, as opposed to providing generalized feedback.
“Maintaining transparency with your team also allows for increased trust, making members feel like the improvements are not a consequence of poor effort or outputs, but are instead necessary for increased business performance,” Kleinheksel adds.
When working to improve IT performance, leaders frequently focus on the technology instead of zeroing in on the business process.
“We are usually motivated to change what’s within the scope of our control because we can move more quickly and see results sooner,” says Matthew Peters, CTO at technology services firm CAI. Yet a technology-concentrated approach can create significant risk, such as breaking processes that lie outside of IT or overspending on solutions that may only perpetuate the issue that still must be resolved.
IT leaders can build trust and respect throughout the enterprise by looking beyond their own teams and including all stakeholders invested in IT’s outcomes, Peters says.
A great way to improve IT performance while maintaining team morale is by developing a culture of collaboration, says Simon Ryan, CTO at network management and audit software firm FirstWave.
“Encourage team members to communicate openly — listen to their concerns and provide opportunities for skill development,” he explains. “This strategy is advantageous because it links individual development to overall team performance, thereby fostering a sense of purpose.”
Ignoring the human factor is the most common team-related blunder, Ryan says. “An overemphasis on tasks and deadlines without regard for the team’s well-being can lead to burnout and unhappiness,” he warns. “Prioritizing a collaborative and supportive culture allows for consistently high performance while maintaining high IT staff morale.”
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.”
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.
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.”
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.”
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.”
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.”
John Edwards is a veteran business technology journalist. His work has appeared in The New York Times, The Washington Post, and numerous business and technology publications.

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