Archive for the ‘career development’ Category

Discover The Secret To IT Manager Career Success

Thursday, April 14th, 2011
Image Credit
Not All Career Ladders Go Up…

Not All Career Ladders Go Up…

IT managers are asked to do a lot of things during the average day: recruit new workers, keep the ones that they already have, resolve disputes, etc. The one thing that they also need to be doing every day is probably the thing that gets overlooked all too often: manage their careers.

Just What Is Career Development?

When we start to talk about career development, it brings up the question of just exactly what is a “career”? Maybe more importantly, what’s the difference between a career and a “job”?

I think that we can all agree that a job is a set of tasks that you work on for a given company. A sequence of jobs is what makes up your career. When we start to talk about career development, what we are really talking about is a process that you go though in which you take a look at where you are in your work life. You need to decide if you are where you want to be, and if not then you need to decide what changes you need to make and then you need to make them.

Every job that you have makes you more valuable to both your current employer as well as the next company that you’ll work for. As time passes, your career will either drift along under its own accord or you’ll manage where it goes. Which path do you want to take?

Not All Career Ladders Go Up

All too often IT managers believe that there is only one possible path for their careers – up. In the past, this may have been true. However, this is no longer the case.

Over the past few years, companies have changed the way that they are organized. Most companies have become “flatter” – they have reduced the number of layers of management that they use to run the business. What this has meant for IT managers is that there are now fewer opportunities for promotion up the traditional career ladder.

What’s needed is a different career track. The responsibility for managing your career rests firmly on your shoulders. What you need to be doing is looking at your current job and identifying the parts that you enjoy the most.

This can come down to either the different types of work that you are doing or perhaps the it has to do with the different groups within (or outside of) the company that you are interacting with.

Once you identify what you like about your current job, you then need to find another job that contains more of what you like (and less of what you don’t like) to do. The move to this new job may be more of a parallel move instead of a traditional move up the ladder.

Managing your career and ensuring that you are doing work that you enjoy is your responsibility. Career development is just one more thing that you should be doing every day.

What All Of This Means For You

On top of all of the other responsibilities that an IT manager has, you also have to manage your career. Ultimately it’s up to you to take charge of your future and make sure that you have a career and not just a job.

All too often we IT managers believe that a career can only travel in one direction: up. In the world in which we live in, flattened organizations often make this difficult, if not impossible, to do. IT managers need to start to realize that they can move sideways in their careers as they seek new jobs that better match what their interests and passions are.

The one thing that nobody ever takes the time to teach IT managers is how best to manage their own careers. That means that we end up picking it up along the way. The most important point is that we need to always be working on it so that we’ll eventually arrive at the destination that we want to get to.

- Dr. Jim Anderson
Blue Elephant Consulting –
Your Source For Real World IT Management Skills™

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Question For You: How many jobs do you think are going to make up your IT manager career?

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What We’ll Be Talking About Next Time

Once you become an IT manager, you’d think that you’d pretty much made it – what more could you want? However, it’s really just the start of another journey, not the end. What makes this part of your career potentially different from the parts that came before is that you are the one who is in charge of it. How do you want things to turn out?

3 Skills That Most IT Leaders Are Missing

Thursday, August 19th, 2010
Image Credit You Can't Be A Complete IT Leader Without These Skills

You Can't Be A Complete IT Leader Without These Skills

I’m guessing that you wouldn’t go to work naked. Then why-oh-why are you thinking about going to work as an IT Leader when you don’t have all of the skills that you’ll need to do the job correctly?

I’m not sure if this is going to make you feel any better, but it turns out that most IT Leaders are showing up for work only partially dressed when you consider what skills they are missing. Maybe we’d better have a talk about this…

Can You Communicate?

All too often, IT folks assume that good communication skills mean that you have the ability to get up in front of a group of people and deliver a speech without bursting into flames. Yes, this is good skill to have, but IT Leaders need to have more.

Remember, communication is a two-way street and not only does an IT Leader need to be able to tell others what to do, but you are also going to have to be able to listen to what others are telling you.

No, we’re not talking about having the ability to sit there and listen when someone else is talking to just waiting for them to pause so that you can start talking again. Instead, an IT Leader needs to be able to listen, process what has been said, and then ask good, pointed questions that will help get to the bottom of any discussion.

Just to round things out, an IT Leader also needs to have the communication skill that will allow them to “close” a discussion. This is when you ask a final question and then have the strength to keep you mouth closed and allow the other person to provide an answer. This is how you wrap things up cleanly.

Promote, Promote, Promote!

All too often IT Leaders seem to have a “build it and they will come” sort of attitude. They believe that if their team and by extension themselves do a good job then the rest of the company will realize it and their value to the company will increase. Sorry, it doesn’t work that way.

What IT Leaders need to be doing is constantly promoting both themselves and their team. Now you have to be careful here, note that I didn’t say “bragging”. The difference is subtle, but important.

One way that an IT Leader can show the value of both his position as well as his team is to become the thought leader on all things technical. By researching new technologies and then taking the time to educate the rest of the company about what they mean and how they can be used by the business in order to be more successful, both the IT leader and his team will become recognized as a valuable resource.

Make A Friend (or Two)

Within the world of IT, there is often a “loner” attitude that many of us hold: I can do it all by myself. As an IT Leader, you need to stop thinking this way and start making as many contacts as you can.

Your career will only be as strong as your network and that means taking the time to develop real relationships with as many people as possible. Not all IT Leaders have this skill.

What All Of This Means For You

If you really want to be a successful IT Leader, you’ve got some work to do. There are a set of skills that you’ll need to develop in order to be successful over the long run.

To be an IT Leader who has the ability to get things done, you’re going to have to have the ability to be a good two-way communicator. You’ll have to learn to spend your time tirelessly promoting both the your team and your value to the company. Finally, you are going to have to get good at that critical skill: networking.

None of these three skills are impossible to do. However, the key to being a successful IT Leader is to get good at doing all three at the same time…!

- Dr. Jim Anderson
Blue Elephant Consulting –
Your Source For Real World IT Management Skills™

Question For You: Which of these three skills do you think is the most important for an IT Leader to have?

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What We’ll Be Talking About Next Time

It turns out that an IT Leader really doesn’t do all that much. I mean, they probably don’t do any coding, they don’t debug network problems, and they don’t design next-generation storage solutions. Sorta makes you wonder just exactly they do do? It turns out that most of an IT Leader’s time is spent doing scary stuff, like managing people…

IT Leaders With No Time Find An Alternative To An MBA

Thursday, April 29th, 2010
Image Credit If You Really Want An MBA But Don’t Have The Time, Maybe There’s Another Way…

If You Really Want An MBA But Don’t Have The Time, Maybe There’s Another Way…

As IT Leaders who live in troubling times we are always trying to do two things: hold on to our jobs and be more successful. One of the best ways to do both of these, or so we have been told, is to go out and get an MBA. Well that’s all great and fine if you’ve got four or five years to burn, don’t need to do anything else at night, oh and have a big chunk of cash sitting around that you had no other plans for. Maybe it’s time to look for a better way to accomplish what we’re trying to do…

Say Hello To The Alternative To The MBA

Before you decide to either quit your IT job and go back to school in order to get an MBA (really, really expensive) or start going to night school to get an MBA (just really expensive), maybe you should take a moment and consider all of your options. Maybe what you really want is a specialized Master’s degree.

Yeah, yeah – I know what you are thinking. >We’ve all been drinking the “get an MBA” Kool-Aid for so long that it’s hard to imagine doing anything else. However, depending on what you want to do with your life, this might actually be a better solution for you.

If having spent time being on the IT side of the company has gotten you interested in what goes on over on the business side, then getting an advanced business degree of some sort is probably a good idea. However, one of the things that keeps us from doing this is often the time involved to get the degree.

The Appeal Of Specializing

Business schools are starting to get the message. They are beginning to offer more and more specialized business programs that are only 12 months long. In the 2008-2009 school year there were 645 programs offered. This is up from the 614 programs that had been offered just two years earlier.

What these types of degrees offer are parts of the typical MBA curriculum, but they are often more technical in nature and generally spend less time on general management skills.

Here in lies the rub: these types of specialty business degrees are not designed to get you promoted to eventually become the CEO. Rather what they are designed to do is to sharpen your business skills in a narrow area and make you more valuable to the company in your current job. Since we’re interested in becoming the CIO, not the CEO, this might be just what we’re looking for.

This type of continuing education especially appeals to nre IT professionals: those who don’t have the five years of work experience that most MBA programs require for entrance. No matter if this is your case, or if you’ve just found some part of the company’s business side that you are really drawn to, a narrowly focused master’s degree might be just the ticket for you.

What To Do With Your New Degree

Ok, so let’s say that you bite the bullet and run off and skip the MBA and instead get a very focused master’s degree in marketing, finance, or some other business discipline. What then?

It turns out that taking this path, might feel like the right thing for you to do, but as they like to say on TV, your results may vary. Since specialty master’s degrees are not as well known as MBA’s you’re going to have to deal with some lack of recognition issues.

Although it may change in the future, right now MBA students still seem to get the best deal when it comes to getting the economic benefits from going through the effort of getting an advanced degree. The people who design the GMAT test that everyone takes to get admitted to graduate programs are reporting that MBA students are saying that they get a 73% increase in salary after graduating while students with specialty master’s degrees are only reporting a 26% increase.

What All Of This Means For You

In the end the decision rests with you. We all know that continuing our education is an important thing for every up-and-IT leader to do. Going back to school almost seems like a no-brainer until you realize that you need to spend some time thinking about just what you want to get out of doing so.

A specialty master’s degree offers IT professionals who have been working for less than five years or who found one particular part of the job most interesting with a new option. By investing 12 months of study, they can walk away with both another degree as well as a deep understanding of one area of business.

The value of taking this educational route will really depend on the career that you want for yourself. If you are comfortable working inside of the business instead of running it, then a specialty master’s degree might be the right way to go for you!

- Dr. Jim Anderson
Blue Elephant Consulting –
Your Source For Real World IT Management Knowledge

Question For You: Do you think that specialty master’s degree will become more or less valuable in the future?

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What We’ll Be Talking About Next Time

Is it possible that the challenge of managing a team of IT professionals could have anything in common with the challenge of curing global illnesses? Good management is something that we can always learn from and healthcare has a lot of similarities with IT: it uses highly trained workers, it’s always experiencing lots of changes, and technology plays a key role in every part of how it’s done. Tachi Yamada is not only a doctor, but he is also the president of the The Bill & Melinda Gates Foundation’s Global Health Program. He’s got some great insights that can help us do a better job of managing IT teams.

It’s Good To Know What The Big Boys Want You To Do

Thursday, March 18th, 2010
Image Credit It’s Always Best To Work From The Top Down

It’s Always Best To Work From The Top Down

Why Bother Listening To Senior Management

In order to be successful as an IT Leader (no matter where you are at in the company’s management hierarchy), you’re going to have to do what you are told. Well, wait a minute, maybe I should phrase that differently. How about something like this: you are going to have to find out what they want you to do and then you are going to have to do it?

If we were all working on an assembly line, life would be simpler. We’d have a clearly defined job to do and we’d be supplied with the parts and tools with which to do it. Well, with a little luck you get paid more than an assembly line worker and the reason is that being an IT Leader is a lot tougher – your job is ill-defined and keeps changing. Finding out what you are supposed to be doing is half the battle.

You’re Going To Need A Questionnaire

There are probably no shortage of people who are telling you what to do. However, the big question is: are they the right people who should be telling you what to do? At the end of the day, the only people who really count are the ones who are running the company. What do they want you to be doing?

Yes, the information that the upper levels keep sending you in emails, podcasts, and other such communication channels are a good high-level indicator of what direction they are trying to take the company. However, these forms of communication are probably too generic. You are still facing a number of different things that you could be directing your team to spend their time on and it’s not clear which way you should go. Time for some interviews.

Senior management can be busy, but they also realize that it’s really part of their job to provide direction and it that’s what you go looking for, they’ll find the time to talk with you. Keep in mind that you don’t want to be just talking with IT’s senior management, you want to talk to the management of the rest of the company – really IT’s customers.

You’ll have the same set of questions that you’ll want to be asking over and over again so it’s probably a good idea to create a questionnaire to help you do this. I’m not suggesting that when you start your discussions that you whip out a long form and start reading from it, but rather that you collect your thoughts before any discussion so that you don’t forget to cover any topics.

You should be asking questions that cover a lot of ground – make the most of your time with this member of the management team. Ask questions like what they are hoping to accomplish this year, what is preventing them from being as successful as they would like to be, and most importantly what is their view of the IT department – good, bad, or ugly.

It’s All About The Customer

The ultimate goal of finding out what is being expected of you as an IT Leader is to balance what people want you to do with all of the things that you know need to be done. Yes, we live in the real world and there’s a good chance that these two lists may not match up!

In the end, your customer (maybe internal departments) are always right. Note that I didn’t say “rational”, just right. Your senior management may not be able to express their goals in terms that directly relate to the role of IT within a company (“boost profits”), but you’ll need to be looking for ways that your team can help the IT department help others.

What All Of This Means For You

Nobody ever said that being an IT Leader was going to be an easy thing. One thing that you need to make sure that you have a good understanding of is to know just exactly what your senior management wants you and your team to be doing.

This is going to require you to develop some interviewing skills. You’re going to have to go up the mountain and ask your firm’s senior management what they are trying to accomplish and how it’s going.

Ultimately it comes down to how you and your team are going to serve your customer. If you can figure this out, then congratulations – you are going to be successful.

Question For You: Do you think that your senior IT management is going to approve of you talking with other departments?

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What We’ll Be Talking About Next Time

If you’ve been reading the papers or watching the news on TV, you’ve probably started to see stories that are daring to hint at a global recovery. Now that’s all fine and good and I’ll believe it when it shows up. However, smart IT Leaders know that now is the time to act. Are you getting your team ready for the madness that will hit your firm when things really start moving once again?

You Don’t Do A Good Job At Multitasking IT Leader, Get Over It

Thursday, October 8th, 2009
People Who Multitask Think That They Can Do It Well, But They Can't!  (c) - 2009

People Who Multitask Think That They Can Do It Well, But They Can't! (c) - 2009

Too little time, too much to do. Does that adequately describe your IT leader job? I don’t know about you, but often is the time that I’ve looked with envy at my peers who are great multitaskers and wished that I could be more like them. It turns out that I was wishing for the wrong thing – multitaskers actually do a lousy job at just about everything.

The Study

Ruth Pennenaker reports that some researchers at Stanford University have just completed a groundbreaking study on people who multitask. You know who you are – you’re talking on the phone even as you are answering emails and zipping off text messages on you iPhone all at the same time. Oh how I have so wanted to be you!

The researchers found that most persistent multitaskers actually performed badly in a variety of tasks that they were asked to do. As the researchers dove deeper to find out why the multitaskers were doing so badly, what they found was that they don’t do a very good job of focusing on what they are trying to do. This also means that they are much more likely to get distracted while they are trying to perform a task. On top of all this, the study showed that they are actually weaker than non-multitaskers at shifting between tasks and organizing the information that they collect.

Results Of The Study

My favorite part of the study is where the researchers discovered that people who are always multitasking are actually worse at multitasking than those of us who ordinarily don’t multitask!

When the study was started, the researchers started with the idea that multitaskers have some characteristic that makes them better at multitasking than regular folks. What they discovered is that multitaskers are just pretty much lousy at doing everything.

One of the researchers was quoted as saying “We kept looking for multitaskers’ advantages in this study. But we kept finding only disadvantages. We thought multitaskers were very much in control of information. It turns out, they were just getting it all confused.”

However, doesn’t it LOOK like multitaskers are always busy? Shouldn’t that mean that they must be getting more done than the rest of us who just can’t do that much all at the same time? It turns out that high multitaskers are “suckers for irrelevancy“. Simply put, sure they are doing things, but what they are working on more often than not really doesn’t matter.

A Personal Multitasking (Failure) Story

I firmly fall into the “not a good multasker” camp and I should know it. However, every once in awhile I try my hand at multitasking, generally with disastrous results. Allow me to share my most recent story:

I was late for a doctor’s appointment and yet I had a conference call that I needed to participate in (not just listen to). I jumped into the car, programmed the Garmin GPS system with the doctor’s office address, stuck my Blackberry headset in my ear, and set the Garmin on “mute” so that it wouldn’t interfere with my conference call.

As I hurtled down the highway in the far left lane at about 70 mph jabbering away in an animated conversation on the conference call, I happened to look over at the Garmin and noticed that it was signaling that I needed to be taking the exit that I was just about to pass by (remember that I had been smart enough to mute it so I had no warning). Oh, oh.

A non-multitasking person would have realized that (1) I had already gone too far past the exit to make it, (2) I was in the wrong lane to try to make the exit, (3) I was going too fast to make the exit. In my multitasking state, I realized none of this and I attempted to go for it.

I didn’t make it. I was going to fast and I was too far past the exit to have ever had any chance of making it. What I ended up doing was plowing headfirst into the aluminum guardrails which were anchored to solid 4″x4″ chunks of wood. I probably hit them going a good 40 mph despite having tried to stand on the breaks once I realized what was going to happen.

Thanks to seatbelts and airbags, I walked away without a scratch. However, the car was a total loss. Oh, and I got a $100+ ticket from the police for basically being a bad driver. I say once again – I can’t multitask!

Final Thoughts

IT leaders who multitask will perform at a lower level than those who focus on one task at a time. Although this seems to fly in the face of everything that we’ve seen in our workplace (don’t multitaskers get all of the promotions?), you can’t argue with research results.

Should you try to convince your friends and peers who are multitaskers to stop doing it because it just doesn’t work? No. The core of the problem is that not only do multitaskers think they’re great at what they do; they’ve also convinced everybody else they’re good at it too.

Ultimately those of us who are not multitaskers will be able to show better results for how we’ve spent our time. If we can make sure that the rules of the game that we’re playing are all about results and not appearances, then the non-multitaskers will win every time.

If you can focus on one task at a time and do it well instead of trying to do multiple tasks at the same time poorly will have found a way to transform yourself from an IT manager into a true leader.

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What We’ll Be Talking About Next Time

Welcome to the world of overused buzz words! The star of the show these days is “innovation” – everyone wants it, everyone is talking about it, nobody really knows how to get it. IT Leaders find themselves in a situation where if they aren’t careful, they just might make one of three different mistakes that could prevent innovation from happening within their teams…