The root cause of many of the problems nonprofit organizations experience with their databases is often nothing to do with the software itself. Without plans to design and use them, processes, to guide them, and people to effectively use and manage them, databases cannot deliver the value your organization wants or needs. In our previous two posts, we explore the plans and processes that support database success. This month, we are discussing how to prepare and support your database users to effectively use and maintain the system.
Some of the most common causes of database problems are people problems. When teams avoid the database, only partially use it, use it incorrectly, or refuse to use it at all because they prefer their old systems and tools, your data are doomed.
Engage and Equip Users
The best ways to treat these people-problems are to engage and equip your users:
- Ask about and listen to their pain points. Understand how this tool helps or hampers their work.
- Champion the value and utility of the data. Describe how it can make their work easier, more efficient, and more effective.
- Involve users in system design and improvement. Understand their workflows and integrate the system into them.
- Provide adequate, ongoing training in multiple formats – documents, videos, workshops, demonstrations, process maps, checklists, etc.
- Create opportunities for two-way communication about the system. Host roundtables or feedback sessions, share system updates and tips, involve them in setting system priorities.
- Train and equip them to troubleshoot their own problems, so they don’t create workarounds.
Authorize and Empower Leaders
Another, less obvious, people-problem that often stymies database success is lack of leadership. Typically, nonprofits designate a mid-level manager to oversee the database and maintain and use the data it contains. While these people have responsibility for making the system work and using the data to report to internal and external stakeholders, they often don’t have any authority over database users. They cannot hold anyone accountable to attend training, follow procedures, or ensure data quality. I’ve worked with many database managers who feel like they are shouting into the wind as they try to convince people-managers to enforce expectations for data entry, encourage database use, and use data in meaningful ways.
We encourage organizations to give database managers some authority to hold users accountable or at least position them as peers of people-managers, so they can ask for and expect support from them.
We also recommend organizations share the responsibility of database management and user training among a set of Super Users in addition to your database manager. Rather than creating one position who feels like the dreaded hall monitor, create a team of users across departments who have a knack for technology and can not only share their knowledge but their enthusiasm with teammates.
Cultivate the Culture
Finally, we encourage organizations to see your databases as a tool to foster and sustain a culture of evaluation and learning. Rather than treating data collection or management as a chore assigned by external funders that distracts from our meaningful work, treat it as a powerful tool to enhance our services and streamline our work.
- Celebrate database successes when users try new things, find new solutions, save time and effort, and learn from their data.
- Expect and enforce database use. Incorporate this into job descriptions and performance reviews. Make common database reports a standing agenda item at team meetings, so people see you are using and relying on your database.
- Keep the conversation going, and don’t let your database fade into the wallpaper!
The Bottom Line
The partnership between people and software is what makes a database successful. Recognizing and acknowledging how humans affect the software and how the software effects humans is key.