An IT Manager Training Workshop Is Not Available

Blue Elephant Consulting is pleased to announce a new training partnership with OakTree Software. The two firms have teamed up to offer a two-day workshop for IT managers. For the first time, management training that was previously only available to Fortune 100 companies will now be made available to any manager or supervisor who needs it.

OakTree Software is a full-service Information Technology Company providing staffing, training, consulting, and network services to clients around the United States since 1995. OakTree is headquartered in Tulsa, Oklahoma, USA.

For the first time, an IT manager workshop called “Secrets Of Becoming An IT Leader Who Can Deliver Real Results” will be offered to the general public. Dr. Jim Anderson will be the instructor and the course will be presented at OakTree’s training facilities in Tulsa on Tuesday and Wednesday, March 1-2, 2011.

To register for this course, click here!

Here’s a description of the course:

Are you a new IT supervisor? Maybe you are a seasoned IT leader. While anyone can be a manager, it takes special skills to become a true IT Leader. Making the transition from an individual technical contributor to managing a team of technical professionals is never easy, and in today’s mixed up global economy it’s become even harder.

OakTree Software has teamed with the industry’s premier IT management skills consultant Dr. Jim Anderson, ”The Business Side of IT Expert,” to present a leadership workshop that has been tailored to meet the unique needs of IT managers and supervisors. Unlike any other management workshop, this is the one that will provide you with the real-world skills that you’re going to need to be successful in 2011 and beyond.

Building on the technical skills that you already have, this two-day workshop will provide you with both the foundational skills and the advanced techniques that you are going to need in order to be successful in an ever-changing world. Forget dry classroom lectures and get ready for the core knowledge, real world examples, and hands on role playing that will bring the skills that you need alive and make it easy to remember everything that is covered.

In order to ensure that you’ll get the opportunity to closely interact with Dr. Anderson and get all of your questions answered, we’re deliberately limiting the number of students that we’ll accept into this class. You can sign up for either one day (Fundamentals Skills) or at a discounted price two days (fundamental skills and Maximum Management Skills).

To register for this course, click here!

Day 1 — Fundamental Skills That Every Technical Manager Needs

1. 1. Setting Goals That Your Team Will Be Motivated To Achieve
   2. How To Hire The Best Employees (And How To Avoid Making Mistakes)
   3. Keeping The Team That You Have By Making The Grass Greener Here
   4. You Can’t Do It All — Delegate With Confidence
   5. 120 Hours Is Never Enough: How To Manage Your Time In Order To Be Successful
   6. It Takes A Team To Make You Successful
   7. How A Manager Becomes A Coach
   8. Problem Employees: What To Do With Your Bad Apples

Day 2 — Maximum Management: Skills That Produce Superior Managers and Teams

1. 1. Will You Be Ready When A Crises Hits?
   2. Move Your Career Forward By Moving Your Team Member’s Careers Forward
   3. The Difference Between Management & Leadership
   4. What You Need To Know About Setting & Executing A Strategy
   5. Budgeting: Follow The Numbers
   6. What Your Company’s Financial Statements Are Trying To Tell You
   7. Accounting 101: Using Net Present Value And Internal Rate Of Return To Make Decisions
   8. Follow The Money: How to Use The Breakeven Analysis And Operating Leverage Planning Tools

This is a great investment to make sure 2011 is your best year ever!

Course Prices: Discounted price for Day 1 & Day 2 – $1,450, Day 1 only – $800

To register for this course, click here!

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Post tags: IT manager, skills, training, workshop

Image Credit

Don

Life is hard for IT Leaders and it’s not going to be getting any easier anytime soon. With everything that you need to be doing, it sure seems like having to put up with team members who have personal issues that take away from their ability to do their jobs can only hurt performance. For that matter, those “touchy-feely” workplaces that places like Google and Apple have sure seem to be missing the mark — work is for work or have these companies forgotten that?

The Good Old Days Where People Shut Up And Worked

Those of us who come from a technical background know how the world should be run. There should be a set of rules and everybody should know what the rules are and everybody should work according to the rules. If a business was run this way, an IT Leader’s job would be so much easier — you would only have to deal with the deviations from the rules.

However, we’ve tried doing this — it was called the 1950′s through the 1980′s. Remember the classic “IBM Man”? It turns out that the rigid workplace did work and you could get a great deal of productivity out of people; however, then the world changed.

What happened is that everything started moving much faster. Global competition showed up with a vengeance. Then the Internet arrived and things started moving even faster. All of those rigidly structured companies with their rigidly structured IT departments hit a brick wall. IBM felt it especially hard and there for awhile in the early 1990′s was teetering on the edge of failure.

What Works In Today’s IT Departments

If you miss the old days, you’re not going to like this part. After a lot of trial and error, we now know what it takes to make a modern company successful. The first step is to take the time to realize that the people working for the company are not “assets“, they really are people. These people have a life and potentially a family outside of work and the boundaries between the two have never been fixed.

This means that as an IT Leader you need to take the time to get to know the people who are working on your team. If you are able to really engage with them, to make a connection, then the boost to the productivity of your team can be almost magical.

The operative word here is “flexibility“. If you place people in a rigid IT environment, then they will at best do exactly what you tell them to do when you tell them to do it. If instead you are flexible and focus more on what you want them to do and no so much on how you want them to do it, then this causes your team members to become much more satisfied with their jobs and they will end up doing much more. This job satisfaction shows up as your team members treat customers and other employees better which then results in more loyal customers and more productive business interactions with other departments.

What All Of This Means For You

Creating a rigid IT team that has lots of rules to follow is a great way to keep things under control. New IT Leaders often gravitate to this type of solution because it’s familiar territory — almost like programming an IT system. However, this has been shown to be the wrong way to go about doing things.

The right way to have the most productive IT team is for you as an IT Leader to take the time to connect on a personal level with your team members. This means getting to know them and sharing your personal side with them also.

Creating an IT workplace in which the focus is on getting the work done and being flexible in just how it gets done is critical. This is the type of environment that will bring out the best in your team. The results that your team will produce from this type of situation will be the rocket fuel that powers your career to the next level.

Do you think that IT managers need to worry about getting to know all of their team members on a personal level?

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What We’ll Be Talking About Next Time

No budget, no special training, and yet you are expected to do more with less. How can you go about fixing what’s wrong with your IT team during tight economic times? It turns out that there is a simple way for you to identify where you are having issues and how you can fix them. All you need to do is to learn a about a new management tool called social-network analysis…

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Post tags: Apple, family life, flexible scheduling, Global competition, Google, IBM, rigid workplace, workplace flexibility

There Are 5 Skills That You Need To Be An IT Leader

Jeff Vance over at Sandstorm Media talked with me to get some inputs for an article that he was writing for the Project Manager Planet site. Yeah, yeah – I know that we’re IT Leaders not Project Managers. However, Jeff did a very good job of capturing a lot of what makes our job so hard to do.

Check out his article which is called 5 Signs You’re Not Cut Out to be a Project Manager. Give it a read and every time you see “Project Manager” just mentally replace it with “IT Leader” and it’ll work out for you.

Jeff has included the classic story of Charles Pellerin, NASA’s director of Astrophysics for the Hubble space telescope program which should serve as a good reminder for all IT Leaders that you should never give up trying to make something better…

Click here to get automatic updates when The Accidental IT Leader Blog is updated.

What We’ll Be Talking About Next Time

So what do IT Leaders actually do? Generally I’d agree with you if you answered something like “create IT solutions“; however, I’ve been giving this some thought and I think that we’re missing the mark if that’s our answer…

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Post tags: ambiguity, career, Deadlines, IT manager, OCD, people person, people skills, product manager jobs, skills, Xenophobia

IT Leaders Need To Learn To Not Be Micromanagers

Please put your hand up in the air if you are a micromanager. Is your hand up – if it is then good, you have a pretty accurate picture of yourself. If it isn’t , then I bet if we talked with the people that you work with, we might get a different answer. By our very nature, IT Leaders tend to be the worst kind of micro-managers.

Where does our micromanaging come from? Of course we love to know how everything operates and so we are always seeking to gather more information. This is part of it, but it’s not the real root of the problem. That has to do with trust.

When you get right down to it, micromanagers simply don’t trust the people who work for them. It’s sorta a “give it to me, I’ll just go ahead and do it myself because it’s too much of an effort to make sure you do it right” sort of an approach.

It turns out that micromanaging any workers is a bad idea, but micromanaging IT workers is the worst. IT workers very quickly start to understand what is going on and they will quickly become complacent – doing only what you tell them to do and no more. This is a recipe for disaster.

So what should an IT Leader be doing? Simple, you need to be doing the following three things over and over again:

• Help your staff to learn to work by themselves. You can do this by giving them meaningful responsibilities.
• You need to facilitate the work of your staff even if you are not creating the final product.
• Finally, you should give your employees clear goals and then step back and let them work out the details.

It was the great general, General George Patton Jr, who probably said it the best: “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.”
Do you think that you are a micro-manager? Have you ever worked for a micromanager? How did that make you feel? Did I leave anything off of my list of how best to manger IT staff? Leave me a comment and let me know what you are thinking.

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Post tags: employee, employee motivation, goals, it, IT Management, IT manager, leader, manager, micromanager, personnel, team dynamics, trust

On Top Of Everything Else, IT Managers Need To Put A Stop To Girl Fighting At Work

By this time in the 21st Century, I’m hoping that we’ve all got the diversity message: gender, race, age, sexual orientation (you too California) don’t matter when hiring people for jobs or when managing them. However, it turns out that there’s been a pink elephant lurking in the room that many of us (males) may have not noticed: girl fights!

I’m not talking about “I’ll see you out in the parking lot after work” types of fights. Rather, it turns out that there is a sneaky thing going on in the workplace. Women are actively treating each other badly. Hmm, where did this come from?

Peggy Klaus wrote a telling article in the New York Times a while back in which she pointed out the issue that has been there all along. Peggy is a leadership coach who has truly been there, done that. This has allowed her to spill the dirt on this dirty little secret…

So what are women doing to each other at work? This can be a long list. How about: limiting access to important committees and meetings, holding back on critical information, giving assignments and promotions to others, even blocking access to people who could be mentors or senior management.

Most of these bullying actions can be placed into one of four buckets of bad behaviors: verbal abuse, job sabotage, misuse of authority, or relationship destroying. Who knew that so much bad stuff was going on at work?

The folks over at the Workplace Bullying Institute have done  a study that showed that women bullies target their abuse towards women an amazing 70% of the time. On the other hand, men who are bullies seem to split their bullying equally between the sexes. This leads to the big question: why bully in the first place?

It turns out that there are a lot of theories for why women treat women badly in the workplace (no – this is not a Jerry Springer moment):

1. Scarcity Breeds Bullies: since promotion spots are so few these days, women at upper levels are unwilling to help women at lower levels advance for fear that promotion spots will go to those that they help.
2. Go Bootstrap Yourself: This is a familiar one – I had to get to where I am with no help from anyone, so you should have to do the same.
3. Avoiding Favoritism: in today’s hype-PC work environments, women don’t want to create an appearance that they are favoring females over males.
4. Hyper-emotionality: Everyone agrees that women are generally more sensitive to emotions than men are. Some also believe that women more easily take offense and can quickly start to hold a grudge. This means that they can start to overreact when they feel slighted by someone.

So what’s an IT Leader to do with all of this girl-fight knowledge? No matter if the IT Leader is male or female, the steps that need to be taken are the same. The first step is create a true “open door” policy so that when girl fighting goes on behind your back, the victims will feel free to come to you and report what is going on.

The second is that you need to call the bully on their actions. Depending on the IT Leader’s gender (like if you are a guy), you need to be careful here. However, mistreating any employee is unacceptable and the bully needs to be told that this will not be accepted.

The nice thing about bullies is that generally when they get caught, they back down and shape up quickly. Yet one more 21st Century task for an IT Leader to master!

Have you ever witnessed any girl fighting going on in your department? Was it a senior female employee bullying a more junior employee? Did anyone tell the bully to stop? What was the final result of the bully’s actions? Leave me a comment and let me know what you are thinking.

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Post tags: bully, conflict, employee, fight, girl fight, information technology, it, IT Management, IT manager, manager, personnel, promotion, staffing solutions

Becoming A Better IT Leader Requires Hard Work

A question that I often get asked by both new and old IT leaders is “how can I become a better manger?” The question is a simple one that has complex answers. What all IT leaders want is to become one of those leaders who has the ability to get all of our employees to light up when we show up. We want to be able to get them excited about us and about their jobs. How hard could that be?

Bad news here, it’s actually fairly difficult to transform yourself into one of those very charismatic leaders if you are not already one. If you can’t cause staff to naturally respond to you, then sometimes we try to make self-conscious efforts to display leadership traits. This can backfire on you and it can come across as forced. This is not going to get you where you want to be.

Daniel Goleman and Richard Boyatzis have written an article in the Harvard Business Review in which they report that if you really want to become a better IT leader, then you are going to have to undertake the hard work of actually changing your behavior.

What these researchers are really talking about is that to really break through what is holding you back as an IT manager, you are going to have to become socially smarter. We’re not talking about MBA book knowledge here, but rather learning to interact with people better.

As an example of this, consider the case of a manager who just didn’t know when to back off on an issue. She received feedback that this was her problem and she made several social changes. First she started anticipating how people would react to her. Next, she came up with different ways to present her opinion or information in a way that would not be so aggressive. Finally, she came up with a program that would allow her to change.

Another good way to develop the social skills that you need as an IT manger is to spend time with an IT leader who does a good job of managing. What will happen is that your brain will start to mirror what this leader is doing and this will allow you to become a better leader.

It’s important for you to realize that your brain is constantly creating new neural networks. This means that the way you are is not the way that you will be. You are not a prisoner of your genes or previous management experiences. You can change and improve if you are willing to put the time and energy in to do so.

One final note, developing the social skills that you need to be a great IT leader is especially important when a crisis situation arises. Business conditions like a take over, merger, or even layoffs can create a great deal of stress among IT workers. IT Leaders who have good social skills can keep the team together and get high performance out of them even during times like this.

Do you feel that you have the social skills needed to be a great IT leader? What skills are you still lacking? Do you have a plan for developing these needed skills? Do You have an IT leader who has the skills that you need and can you work with them to find out how they use them? Leave me a comment and let me know what you are thinking.

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© Dr. Jim Anderson for The Accidental IT Leader, 2009. | Permalink | 3 comments | Add to del.icio.us
Post tags: career, employee, it, it career, it careers, IT Management, IT manager, IT professional, it solutions, leader, manager, social intelligence

Great IT Leaders Know How To Resonate With Their Staff And Make Gut Decisions

Just how do great IT managers go about making decisions? We all have different ways of doing this, but many of us talk about making “gut decisions”. What this is really a way of saying is that an IT leader who has good business instincts is a great value to the company that they work for.

Daniel Goleman and Richard Boyatzis have written an article in the Harvard Business Review in which they call this type of leadership as being the ability to recognize patterns. We’d all like to have more of this kind of accurate decision making ability – so where does it come from? Bad news here – it comes from extensive experience.

If you want to become known as someone who can make good, quick decisions, then start trusting your gut; however, also make sure that you get as many inputs from others as possible. The time that it requires to get inputs from others can often take too long to collect. What’s an IT leader to do?

It turns out that you can probably trust your gut. This is because in your brain you have a class of neuron cells that are called “spindle cells”. This type of neurons both attaches to other cells easier and transmits information to them quicker.

The ability to quickly connect and transmit judgments, beliefs, and emotions creates what scientists like to call our “social guidance system”. This system gets used whenever we have to make a choice among several different alternatives.

This system also helps us to make up our minds as to if someone that we meet is trustworthy. It turns out that within 1/20th of a second these spindle cells will fire and we’ll decide how we feel about someone. Studies have shown that these quick decisions actually turn out to be quite accurate.

What all this means is that as long as you can “tune in” to your staff’s moods, you should feel comfortable trusting your gut instincts. There is a physical side to all of this that can impact your staff.

It’s called “resonance”. Researcher Annie McKee says that this is similar to what you see when you see people dancing together, getting ready to kiss, or when they are playing musical instruments together. Teams that are being lead by a skilled IT leader are often physically coordinated in how and when their bodies move together during meetings.

Give this some thought and start trusting your gut more. It appears as though your first thought is more often then not the right decision!

Do you trust your first impressions? Do you ever seek inputs from others in order to confirm what your initial impression was? Do your first impressions turn out more often than not to be right or wrong? Leave me a comment and let me know what you are thinking.

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Post tags: employee, gut, gut decision, information technology, instinct, it, IT manager, manager, personnel, staff, team buiding, team dynamics, teamwork

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.

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Post tags: club, employee, information technology, it, IT manager, management skills, management training, manager, motivation, president, Toastmasters

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.

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Post tags: gender, information technology, it, IT Management, IT manager, leader, manger

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.

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Post tags: career, employee, it, IT manager, leader, manager, motivation, motivational, social intelligence