Archive for 2008

3 Secrets That Every IT Leader Needs To Know

Wednesday, December 31st, 2008

All IT Leaders Need To Find A Place To Practice Their Management Skills

All IT Leaders Need To Find A Place To Practice Their Management Skills

How does one become a good IT Leader? I mean really, are there college classes on this stuff? Do firms pick out a mentor for you once you get promoted to a management position? Or upon receiving a promotion to management are you allowed to view the magical book of management in which all secrets of team motivation and employee counseling are revealed? Nope.

I don’t know how things are done where you work, but all too often hard working “individual contributors” are promoted into management positions pretty much overnight. They go from having a very clear idea of what they are supposed to be doing to having absolutely no clue as to what is going on.

Some people thrive in this type of situation. I like to think of them as being the IT field’s equivalent of Weebles – they always seem to land standing up. However, for the rest of us, things are never so easy.

Wouldn’t it be nice if there was some way for IT professionals to get management experience BEFORE they had to use it? Some sort of “lab” environment in which you could be an manager and try out different ways to manage a team in order to find out what works for you and what doesn’t?

I’ve got some good news for you – there is such a “management lab” and it’s basically free for the taking. I’ve got to be careful how I say this next part because I might lose you if you are reading this quickly – it’s not what you think it is. The answer to your quest to try out and improve you management skills is: join Toastmasters.

HOLD ON! Don’t stop reading – this is, somewhat surprisingly, not really about learning to speak in public. I’m not sure if you know what Toastmasters is, so I should explain. If you know what it is, then stay with me – there is more going on here than you may be aware of.

Toastmasters is an international organization that helps people become more competent and comfortable speaking in front of an audience. The nonprofit organization now has nearly 235,000 members in 11,700 clubs in 92 countries. Undoubtedly there is a club near where you are.

Yeah, yeah – Toastmasters is all about teaching its members how to speak effectively before groups of people. This is actually an important skill for all IT leaders to have. If you can’t address your team / department, then you are going to be at a severe disadvantage when it comes to motivating and directing your teams. However, there is a lot more to why you should join Toastmasters…

Toastmasters is organized into “clubs” that are sprinkled just about everywhere. Each club has a group of about seven elected offices who run and organize the club. From the president down to the treasure these folks are effectively running a small business. Club member dues are collected and then the money is used to run the club for the next 6 months.

Club officers have to deal with staffing issues, securing locations for meetings, retaining club members, motivating members to reach goals, and basically keeping everyone in line. Oh, there is one additional point – nobody “works” for Toastmasters at the club level. Instead, everyone is a volunteer. This means that management by force (“do it or I’ll fire you”) won’t work. Toastmaster officers need to find ways to motivate people to do things for them.

On a third level, each Toastmasters meeting is run by a rotating club member. This person is responsible for the entire meeting – picking a location, scheduling speakers, filling meeting specific duty roles, and making sure that everything stays on time. This is just like a standard business meeting except that nobody works for anyone else so once again motivation is the key to success.

In the end, Toastmasters operates on three different levels: teaching public speaking skills, club management training, and how to run successful meetings. All of this is available to you for about $30 every 6 months.

So what happens if you join, get a leadership position, and then proceed to screw it up? Nothing. What will probably happen is that other club members who have have had the position that you are in will step in and (1) tell you what you’ve done wrong, and (2) help you to correct it. That’s it – nobody gets “fired”.

Now if you screw up your new IT management position, I can’t say that you won’t get fired. Perhaps it’s time to check out Toastmasters and see if it can help you to become the successful IT leader that we all know that you can be…?

Have you ever attended a Toastmasters meeting? Did everything seem to flow smoothly – was there clearly someone in charge? How are you expecting to improve your management skills without Toastmasters? Does your firm have some managers that you think should probably join Toastmasters to improve their management skills? Leave me a comment and let me know what you are thinking.

Merry Christmas – Take The Week Off!

Monday, December 22nd, 2008
Here's Hoping That You Name Shows Up On The "Nice" List This Year!

Here's Hoping That You Name Shows Up On The "Nice" List This Year!

Loyal readers & subscribers, here’s hoping that this upcoming Christmas season week is a great week for you – I’m taking it off! Blogging will resume next week…

Everyone seems to celebrate something different this week, but I’m hoping that no matter how you choose to spend your time you enjoy yourself. The world can wait, let’s spend time with friends and family and we’ll get back to the madness next week.

Have a happy and safe week no matter where you are and we’ll talk next week.

- Dr. Jim Anderson

Are Boy Or Girl IT Leaders Better At Multitasking?

Friday, December 19th, 2008
IT Leaders Need To Be Able To Do A Lot, But Do We Have To Do It All At Once?

IT Leaders Need To Be Able To Do A Lot, But Do We Have To Do It All At Once?

So this may push a few buttons, but it’s probably a good question to ask in these times IT downsizing and increasing responsibilities for everyone: are men or women better at juggling multiple tasks at the same time? Traditionally, everyone seems to think that women do a better job of this than men, but are they (still) correct?

If you go have a talk with the evolutionary biologists, they have a pretty strong opinion about this one. It has long been argued that because our long ago ancestors had established gender roles, we may have inherited a behavioral divide.

Way back in prehistoric days, men (insert grunt here) acted primarily as hunters while women ended up handling just about every other job. Since they got more practice at dealing with multiple jobs, the thinking goes that women in IT today have inherited these skills and are more efficient at multitasking than men.

A survey taken in 2003 by researchers at Rutgers University discovered that 75% of the women surveyed believed that women are better at multitasking than men. 33% of the men agreed.

Who knows if this was ever true for our prehistoric ancestors – the Rutgers researchers were not around back then. However, some researchers today, such as Dr. Paul Burgess who is a neuroscientist over at the University College, London, say that isn’t the case today.

Dr. Burgess says that his studies have revealed very little performance differences between men and women when it comes to multitasking effectiveness. However, somewhat not surprisingly he has found that both men and women have different perceptions about their multitasking capabilities.

In the end, this may all be for naught. In the past few years scientists have discovered that in almost all cases it is always more efficient to perform tasks one at a time instead of attempting to do all of them at once.

No matter what the scientists say, do you feel that boys or girls are better at multitasking? Why do you think this? Do you feel that the ability to multitask is a critical part of your IT job? Could you do your job with little or no multitasking? Leave me a comment and let me know what you are thinking.

Do You Have An IT Plan For When Everything Goes Wrong?

Wednesday, December 17th, 2008
IT Must Have A Disaster Recovery Plan In Order To Serve The Rest Of The Company

IT Must Have A Disaster Recovery Plan In Order To Serve The Rest Of The Company

IT has long lusted after having a seat at the corporate strategy table – we want to be treated just like the other parts of the business. However, there is a good chance that you’ve forgotten one important task that will prevent this from happening – planning for a disaster. Before you can be considered a part of the senior management organization, you need to have proved that you have all of your fundamentals taken care of.

When the chips are down and a disaster has struck your firm, everyone is going to be running around like a chicken with its head cut off. The IT systems WILL be down. The question that you need to have a good answer to is when will they be back up?

Creating a living IT disaster recovery plan is an excellent way of aligning the IT department with the rest of the business. Ultimately, what will guide the IT plan is how to get the rest of the business up and running as quickly as possible. Not only does this help the business, but it can also be a critical part of the firm’s compliance policy.

The term “disaster” makes people think of acts of nature such as hurricanes, tornadoes, snowstorms, and floods. However, this is misleading. A disaster can strike your IT department when the sun is shining outside: loss of power will take all of your servers down eventually. Additionally, in the 21st Century a loss connectivity can also be considered to be a form of IT disaster.

What Systems?: When you start to create an IT disaster recovery plan, the first thing that you want to do is to start collecting inputs. You need input from all involved parties: development managers, operations managers, department managers, Sales, etc. Your goal needs to be to develop a clear understanding of what systems are your key systems and which ones need to be up in order for the business to keep running.

What Order?: Your next step needs to be to develop an understanding of the interdependencies between the various systems so that you can understand the sequence in which applications can be brought back up. Talking with the various stakeholders will be required in order to create a list of what systems need to be brought up first.

Data Centers: Your company is ultimately as valuable as the data that you have. This means that making sure that you have a plan to protect your data needs to be at the heart of your disaster recovery plan. If all of your data is currently stored in a single data center, then you need to make plans to use a different data center in the event that something happens to the first one.

Virtualization: although the rest of the company may not understand what we are talking about when we bring up the topic of virtualization, it’s a key part of any modern disaster recovery plan. When servers and storage have been virtualized, then it becomes much easier to use their images to reload and restart servers in a new location. This can greatly reduce your disaster recovery plan’s recovery time objective (RTO).

Staffing: One final part of your IT disaster recovery plan needs to deal with staffing – who’s going to be there to run your IT systems when today’s IT location(s) are no longer available? Making sure that backup locations are available and are accessible by your staff are a must.

Does your IT department have a complete disaster recovery plan? When was the last time that you tested this plan? Do you consider it a living plan or is just in a binder on someones shelf? Leave me a comment and let me know what you are thinking.

Are You A Socially Intelligent IT Leader?

Friday, December 12th, 2008
Social Intelligence Is What Makes An IT Leader Very Effective

Social Intelligence Is What Makes An IT Leader Very Effective

Them thar brain researchers are at it again. This time around they’ve been doing research in the field of social neuroscience. This is where they study what happens in your brain when you interact with other people. Oh oh! They are starting to get a handle on what it takes to make a good IT leader…

Daniel Goleman and Richard Boyatzis have written an article in the Harvard Business Review in which they lay out these findings. Keep in mind that Goleman is the one who wrote the hugely popular book Social Intelligence: The New Science of Human Relationships.

One of the key discoveries to come out of this research is that it’s the things that IT leaders do that can affect both their own brain chemistry as well as the brain chemistry of those who work for them. These things include tuning in to other people’s moods as well as showing empathy.

What researchers are finding is that it’s not correct to say that a great IT leader’s mind is operating by itself. Rather what seems to be happening is that IT leaders’ minds’ are “fusing” with the minds of the people that they are leading. The really great IT leaders are the ones who can make the best use of this single fused mind.

What this is all leading to is that it turns out that the way to become a better IT leader is for you to find authentic work contexts in which you will be able to reinforce this type of brain fusing. To take this one step further, being a good leader is much less about being good at handling specific situations.

Instead, what is important is that you learn how to develop an interest in the people who work for you / with you and find ways to create positive feelings in these same people.

So what is this “social intelligence” thing? Goleman and Boyatzis define it as being “a set of interpersonal competencies built on specific neural circuits … that inspire others to be effective”. Oh, it’s brain stuff.

We’ve all known smart people who were really bad leaders. The two sets of skills do not always go hand-in-hand. What researchers are starting to understand is that the social skills that are needed to be a good IT leader may actually have a biological basis.

If you know and understand this linkage, then you can change your behavior and state to reinforce the neural links between you and your team. We’ll talk about how to do this next time…

Have you ever worked for someone who you really bonded with? Did you ever feel that you could read their mind and know what they wanted? Did you think that they could read your mind? Did they work well with other people also? Leave me a comment and let me know what you are thinking.