Posts Tagged ‘IT professional’

What Should An IT Manager Look For When Hiring Employees?

Thursday, October 23rd, 2008
CIOs Are Looking For Technicality Passionate Folks Who Are Enthusiastic

CIOs Are Looking For Technicality Passionate Folks Who Are Enthusiastic

Talk about confusing! IT managers are responsible for bringing the best and brightest into your organization. However, in the field of IT, just exactly what this means is difficult to pin down – we keep changing our minds! IT departments today look nothing like the IT departments of the 80′s, 90′s, and even early 2000. Once upon a time the best IT workers were those with the sharpest tech skills. Then they were told to become more like the business side of the business. Next IT certifications were all the rage (I blame Cisco for this), next they were told to get really good at one technology, oh, but don’t allow yourself to be pigeon-holed into just one technology. What’s a nerd to do?

In a recent set of interviews with CIOs that Deb Perelman over at eWeek did, she discovered that they weren’t really looking for specific skills such as SAP, Oracle Financials, or certain business skills when they did IT hiring. Rather they were looking for more of that touchy-feely stuff: enthusiasm, the ability to be flexible, and of course the ability to get things done.

What makes an IT worker different from workers in other departments at a company is that they need to be passionate about technology. Since technology is such a large part of the IT world, if an employee doesn’t love it and want to be constantly finding out more about what can be done with it, then there is a good chance that burnout will occur sooner than later. A love of technology does not mean that CIOs are looking for the classic “put ‘em in the closet” techie. The ability to relate to others and share information is now recognized as being just as important as technology skills.

If CIOs ran the world (and they don’t), then they’d be able to hire IT staffers who had lots of experience. What they are really looking for are folks who have done something over and over again so many times that it has become second nature to them. What would make such a person an even better find would be if they had good industry experience in the industries that a particular company works. A key marker of this type of IT employee is that they often move in and out of the IT department to other departments such as marketing.

We all know that IT departments at most companys have taken a number of hits over the past several years. Downsizing, offshoring, and other events have taken a toll on IT worker morale. CIOs realize this; however, they want / need their IT departments to be full of enthusiastic workers. It’s important to note here that this is not a discussion about having a more youthful department – young folks can be just as glum as older ones. Rather, CIOs want elements of flexibility and excitement to come back into their departments.

What about all those certifications that were supposed to be our ticket to lifetime employment? It turns out that CIOs don’t think that much of them these days. Instead, what they are looking for is experience and a history of executing projects successfully. These days it’s really all about your ability to get the job done.

CIOs realize that the job market for IT professionals will keep growing through 2016. Things are going to get tricky because the Baby Boomers are getting ready to leave the market and the Gen X/Y folks don’t have the numbers needed to make up for the exodus. What this means for CIOs is that they are going to have to start growing their own talent internally. All of a sudden that enthusiasm stuff starts to become a lot more important.

Do you feel that your department is filled with enthusiastic people? Do the people in your department have good IT instincts? Are you still thinking about getting more certifications? If so, what one? Leave me a comment and let me know what you are thinking.

How An IT Leader Can Manage Competitive Arousal In Their Team

Wednesday, October 15th, 2008
Competition Can Change IT Workers Into Bad Decision Makers

Competition Can Change IT Workers Into Bad Decision Makers

It’s great to have an IT team that is full of go-getters. However, as with everything in life, sometimes teammates can be too competitive. When we let the heat of battle overcome our better judgement, then we’ve got a real problem. When this happens, we stand a very good chance of starting to make very bad decisions. Long after the competition has been resolved, we’ll still be living with the effects of those decisions and that can come back to haunt us over and over again.

Last time we discussed that rivalry, time pressure, and a bright spotlight of public attention can all contribute to making us become competitively arroused. This is how we start to make bad decisons. Given all of this, now lets spend some time talking about what can be done by IT leaders to manage competative arousal within their teams.

An IT leader can work to prevent problems by minimizing the potential for competitive arousal to occur in the first place by doing two things: avoiding the certain types of interaction that can lead to competition among teammates, and working to defuse the common risk factors that can lead to excessively competitive behavior.

In the first case, an IT leader needs to have the ability to think like a chess master and look into the future. He/she is looking to identify those interpersonal dynamic conditions that could lead to competitive arousal within their team. Once an IT leader has spotted these potentially volatile conditions, then they can step in and can work to restructure the deal making process into one that they believe will still lead to a successful outcome while not leading to a overly competitive situation.

Additionally, an IT leader needs to be constantly working to defuse the risk factors that may lead their teammates to enter into competitive arousal. There are three ways that this can be done:

  • Reduce Potential Rivalry: Luke Skywalker was motivated to overthrow the Empire at all costs because he saw it as being “evil”. When IT workers start to view rivals as being “bad”, or “evil” they can start to view winning as being required no matter what the cost. When this happens, the IT leader needs to identify who is feeling the greatest amount of rivalry and then limit their role. Another helpful approach is to do your homework before the competition begins. Clearly lay out how much you are willing to “lose” in order to “win”. Doing this before competitive arousal kicks in ensures a more rational decision will be reached.
  • Slow Down The Clock: In order to reduce the pressure that a ticking clock brings to the table, an IT leader needs to search for ways to stop the clock or at least to extend its window of time. Deadlines are almost always too short in which to complete the work. Extending or eliminating them is a key IT leader job.
  • Dimming The Public Spotlight: A great way to take the burden of meeting public expectations off the shoulder of individual IT staffers is to spread the decision making responsibility across multiple members. This isn’t a perfect solution, but it go a long way towards reducing the stress felt by individual team members.

Although it’s not often that the IT leader is the one who is getting caught up in a competitive situation, he/she does play a key role. The ability to anticipate that a member of the department is going to enter into a rivalry situation, come under time pressure, or get caught in a spotlight is part of an IT leader’s job. In the end, we all overestimate just how rational, careful, and even logical that we are in high pressure situation. It’s the role of an IT leader to save us from making bad decisions when we find ourselves there.

Have you ever had to diffuse a rivalry situation within your department? Did you see it before it became a problem or did you have to react after things started to get bad? Have you ever been able to remove a deadline that was causing your team to start to make bad decisions? Leave a comment and let me know what you are thinking.

What Is An IT Leader To Do When Winning Is EVERYTHING?

Monday, October 6th, 2008
Sometimes IT Staff Can Get Too Focused On Winning At All Costs

Sometimes IT Staff Can Get Too Focused On Winning At All Costs

So here’s an interesting issue that I’m sure that most CIO’s and IT managers would love to have: how best to mange over-the-top “A-Type” personalities? Hey, we all know folks like this (put that mirror down!) These are the people in our company / department / team for which winning can become more important then the big picture. We all seek to have enthusiastic people on our teams, but what can we do when enthusiasm turns into something very, very bad?

So what’s the real problem with really wanting to win a discussion, a bidding war, or a design decision? Simple – focusing too much on winning can cause smart people to make bad decision errors. When IT managers and executives become overcome by competition, they can shift their goals from maximizing value to beating their competition at any cost.

Dr. Deepak Malhotra has done a great deal of study on such folks, and he spilled his guts in an article that he wrote for the Harvard Business Review. What he found, is that there is very strong evidance that, what he likes to call “competitive arousal”, is at the root of a number of high profile business mistakes. IT is not immune to this effect.

Now this brings up a very good point: there is nothing wrong with wanting to win! We all enjoy winning, hey – it makes us feel good. In fact, we are often willing to pay a price to win. Just to make sure that we all understand it, there is often a good reason to want to win. We encounter competitive situations in which we want to win in all sorts of different forms: auctions, negotiations, legal issues, merges, acquisitions, promotions,  or even when we go recruiting new talent. In some of these cases, it may be worth it to end up paying more than the fair value for what we really, really want because it will weaken our competition, etc.

Here’s the trick: if you are going to go after some prize with that much zeal, then you had better have done an upfront analysis of the situation and determined what your limits of loss that are acceptable are. Additionally, you are going to have to balance these against the benefits to your IT organization. If you don’t do this BEFORE you get involved in the competition, and you try to do it DURING the competition then that’s when your competitive arousal will end up overriding your rational decision making process.

So what’s an IT leader to do? We are going to have to provide you with a way to identify what causes this competitive arousal to show up. Once you can spot it, you are going to need some tools that will allow you to avoid or at least reduce the possibility that it will screw-up your IT department’s strategy or destroy your department’s value. We’ll do all of this, next time…

Have you ever seen someone in your department (you?) go out of control when they got into a competitive situation? How did it start – was it them against just one rival or did they face off against a group? When did you realize that they had gone too far? How did it end up? Was there any long term impacts due to this out of control competition? Leave a comment and let me know what you are thinking.