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What direction is IT management taking? Technology is changing faster than anytime in history and it is becoming increasingly more difficult for IT managers to stay technically proficient. At the same time, companies around the world are in major pain due to the issue so widely discussed called the IT - Business alignment disconnect.
What I think it means is that IT managers are going to be expected to become more business oriented and stronger managers versus being allowed to continue to focus on the particular area of technology they are so familiar with that got them to the manager position. The transition from technology expert to manager is a difficult move, but to be successful we have to be able to relate to business executives on their terms and to focus our technology resources to meet legitimate business needs.
What is the best method for a CIO/Director to communicate with key staff members (reports, metrics, etc.)? I don't know that there is a "best" method as much as you need to use several methods to communicate with your key staff. I tend to prefer a combination of reports, metrics, project status meetings, and employee staff meetings (both team meetings and individual meetings).
A manager must be a coach, a leader, an organizer, and a facilitator. We also must at times even be a "shepherd". Strong staff members need to hear a vision of where we want to go, work with management to determine how to get there, and gain an understanding of the state of things via status meetings, metrics, and reports. Every communication vehicle is important; the key is to communicate often and consistently and to use each communication format to support the objectives of what you want to accomplish.
What would you do if all the tools like salaries, bonuses, incentives, etc. are in senior management's hands and you want to motivate your staff? Contrary to popular belief, salary is not the primary reason people leave a company. In virtually every study I have seen, it ranks between number 7 and 12 on the list. It doesn't mean that salary isn't important, but it points out that there are many other incentives for technical people.
One of the most powerful incentives that's always at the top or near the top of the list is training and education. Technology people have a burning desire to learn. People are motivated when there is forward momentum and they know there is a vision to achieve a specific goal or reach a destination. They are also motivated by success and a sense of accomplishment. In addition, it's important for our technology staff to have a sense of their importance and the role they play in the overall success of the company.
Managers who know how to relate these things have highly motivated staffs even when the money for raises is tight. Little things can make big differences. It's amazing how much you get back from an employee by showing respect for the individual and a true interest in helping him/her develop skills to achieve higher levels of success. To do this, you don't always have to have a big budget.
How do you change the perception of people in order to take on more responsibility? People's perceptions, especially senior management's perceptions, are made up by the results we achieve, how we achieve them, and how we conduct ourselves. If you aren't getting assigned additional responsibilities and you think you should be, take a step back and try to objectively assess what the manager sees in your performance. You may be getting results but possibly the manner in which you are getting them is not quite what they want to see. You may not be getting the results they expect, as well.
Ask them why you are being passed over and be open to what they have to say and listen objectively. You may not like what you hear, but it is their perception that you have to deal with just like dealing with an unhappy client. Don't try to rationalize or build your case; listen to what they have to say and incorporate it within your approach to do a better job, whether doing a better job is getting better results or changing how you are going about getting the results.
My career took off when I stopped pushing senior management to give me more responsibility and to do more for me. When I truly focused on doing a great job for the client and the company and started getting results in those areas, more responsibility just started coming my way and it seemed that I wasn't even trying to attain more. Sometimes, you just have to "let it happen". It seems to happen easier when you aren't pushing so hard.
Two more tips that may be worthwhile:
First, raise your perspective to the senior manager level. They want managers to be mature and to think in terms of the client and in providing tangible business value. Being proactive in developing a strategy that's in sync with the client and business owner's needs is critical. Do things that reduces cost or improves productivity of groups of people and you endear yourself to senior management, especially if it helps achieve business financial goals.
Finally, I can't tell you how many times I have sat in senior management meetings to discuss the need to fill a senior management position and we have to turn potential candidates down because they don't have anyone in their organization who can step up to fill in their management position if we promote them. To move up, you have to be able to fill your position with as little ripple as possible. When we make management changes or promote someone, we look closely at the impact it's going to have, both positive and negative. Management Rule #1 is to find and develop your replacement. Many managers tend to avoid doing this because they are concerned it makes them vulnerable. That's completely wrong in my mind. It shows that you can develop a strong organization and positions you for more responsibility.
What are your top 3 personal talents? Nice guy, wonderful husband, and great Dad, , , just kidding.
That's a tough one. As I mentioned on the conference call, I'm really a very average person from a small town that has been afforded some nice opportunities. If I think about what has contributed to the successes I've had over the years, I would probably have to say the following three traits are the most important:
1. Strategic oriented - Whether it is for personal or business situations, I always look "down the road" and try to determine where I want to get to. If you read my newsletters, you know I do New Year Resolutions every year. I take them to heart and use this process to help me establish personal and business objectives at the beginning of each year. Looking a the "cause and effect" of your initiatives or actions helps you do things that have higher levels of success.
2. Observer of others - I'm always observing and learning from others. When I see something that works well, I try to incorporate it into my management style. It was something one of my first managers told me to do and I have been very persistent in this for a long time; it pays big dividends when you can take advantage of someone's experiences rather than having to learn the hard way all on your own.
3. Burning desire to achieve - I have always been a high achiever and have spent the time and effort to develop my skills. My library is full of self help books rather than novels for "fun" reading. For some reason, a book that helps me develop my leadership or management skills is more appealing to me. Lots of people "want" to succeed, but most don't do anything about it. I have always taken steps that I thought helped position me for higher achievement.
I hope these Q&A's are beneficial. Send me an email and let me hear your thoughts. I'll be addressing more of the questions in future editions of the newsletter.
Best of success.
Mike Sisco
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