Posts Tagged ‘time pressure’

Now What? When IT Managers Make The Wrong Job Move…

Thursday, May 12th, 2011
Image Credit Oops -- That Job Change Was Wrong, Now What?

Oops -- That Job Change Was Wrong, Now What?

Sure you did all of the research, you talked with all of the right people, shucks you even followed up on every Google link that you could find on the company that you were thinking about going to work for before making the jump. However, now that you’ve made the jump you are finding out that perhaps you’ve made a mistake. Now what do you do?

How Did This Happen?

IT managers are supposed to be smart people, how come we can end up making mistakes when it comes time to switch jobs? The good news is that we are smart; however, what can happen is that we can find ourselves under a great deal of pressure and this can adversely affect how we make decisions.

One such type of pressure is mental pressure – how do we see ourselves? When we are considering making a job change, we tend to make up our minds about how we think the next job is going to be and then we only pay attention to the information that we encounter that confirms this view. Researchers call this thinking “confirmation bias”.

In order to counter this kind of thinking we need to be constantly asking ourselves one question: what happens if I am wrong? Only by doing this will you be able to make yourself aware of information that might not fit the way that you want the world to be.

Another type of pressure you need to deal with when you are considering changing jobs is social pressure. This is most often evident when you have become so unhappy with your current job that you’d almost rather be anywhere else.

Far too often these types of situations could be dealt with if you would only find the courage to sit down and talk things over with someone at your current company. However, all too often we are so resistant to having this kind of discussion that we’re willing to leave the firm and run to a new job.

Finally, the ever present specter of time pressure is always a factor when it comes to considering moving to a new job. When we don’t feel that we have very much time to make a decision, what happens is that we end up hastily making a bad decision.

The lack of time forces us to focus on the short-term gains that we’ll make by switching jobs. What happens is that we forget to take a look at the long-term impacts of making the switch. A good way of countering this tendency is to ask yourself questions such as “if the salaries & benefits were the same, would I make the job switch?”

What Do You Do Now?

Despite having taken the time to carefully consider all of the issues and to try to counter the pressures that will be driving your decision, sometimes we still end up making poor job change choices. The question then comes up: what should we do now?

The experts all agree on the answer to this one. You need to cut your losses and move on once again. However, this time around you need to do a better job. Don’t just flee a bad job and jump yet again into another poor position. Take the time to understand why you made a bad job change decision and make sure that you don’t repeat this mistake.

Ultimately the best way to protect yourself from making another bad career decision is to become more self-aware. You want to be able to understand your strengths and weaknesses so that you can evaluate your next job opportunity in a way that will reveal if it is really the right career move for you.

What All Of This Means For You

Despite our best efforts, sometimes we make mistakes when we are switching product management jobs. There can be a number of different reasons that we make this kind of mistake but more often than not they all come back to the different types of pressures that we are under: mental, social, or time.

If you find yourself having made the wrong choice in switching jobs, your next step is very clear. You need to cut your losses and move on to your next job. You need to be careful and make sure that you leave your new job carefully so that it doesn’t look like you are running away from it.

None of us is perfect – we all have the ability to make the wrong decision at some point in time. What can make us a great IT manager is the ability to be aware that we’ve made a poor decision and then the ability to react and make the right decision.

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

Question For You: : How long do you think that you should stay at a job that you know is the wrong job for you?

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What We’ll Be Talking About Next Time

First the bad news: it turns out that 25% of the best workers in the IT department are planning on leaving within the next 12 months. Do I have your attention now? Not to depress you even more, but it turns out that those internal job change programs that are intended to develop the next generation of IT leaders don’t work – 40% of the internal rotations that are made by IT “high-pots” (high potential) employees end up in failure. Let’s take a look at what problems you need to solve …

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.

An IT Leader’s Guide To Managing “A-Type” Personalities

Wednesday, October 8th, 2008
Some Rivalry Is A Good Thing, Too Much Can Be Trouble...

Some Rivalry Is A Good Thing, Too Much Can Be Trouble...

So we’ve talked just a bit about the dangers of having players in your department / on your team who get so caught up in something that winning becomes everything to them. It’s almost as though you were attending an auction and it got down to the last two bidders on something and they both just went completely bonkers and started to try to out-bid each other – no longer caring what the real value of the thing that they were bidding on was. This can happen in IT and IT leaders need to spot the warning signs so that they know when to take action.

Rivalry: I’m pretty sure that we are all quite familiar with this driver of competitive arousal! What’s interesting is that it turns out that competitive arousal is quite common (oh, and dangerous) when the level of rivalry is intense. What this leads to quite naturally is the conclusion that head-to-head rivalry is the type of behavior that most interferes with rational decision making. In studies of auctions, researchers found that people would blow right by their preset limits when they were bidding against just a few bidders. The smaller the number of bidders, the greater the rivalry. In IT this drive can show it’s ugly head when we are in negotiations with vendors or with potential employee candidates.

Time Pressure: It’s almost like those scenes that you see in a movie: the sound of a ticking clock or the image of a digital timer counting down seems to cause people to become overwhelmed and can cause their desire to win to basically go crazy. This one is pretty easy for IT leaders to figure out. Time pressure impares decision making by increasing the IT employee’s psychological arousal. This then decreases their ability to find and apply any more relevant information that could help them solve the issue. The IT employee will then revert to their simple decision making processes and stick with it no matter if it is correct for the situation. We’ve all been in time crunches, it’s just that some of us let it impact our decision making ability more than others.

Spotlight: Everything changes when we think that all eyes are upon us. Once again research has shown that when there is an audience for what is going on, especially if the audience is fully engaged in the events, then this will increase the psychological arousal in an IT employee and thereby reduce their problem solving and creativity. In IT we can see this time after time when we work our way through negotiations, bidding wars, inter-departmental disputes, etc. If the issue is being worked quietly, then perhaps everyone will remain rational. However, once that big bright spotlight of publicity gets shone on the proceedings, then everything can change.

With all this being said, you might be getting the impression that competitive arousal is a bad thing. No so. However, too much of it can lead to bad decision making. Next time we’ll talk about how IT leaders can manage competitive arousal within their organization.

Have you ever witnessed a rivalry that got out of hand? What made you realize that you were no longer dealing with rational people? Was the rivalry ever resolved? How do you work under time pressures? Do you feel that the less time you have, the less creative you are? Leave a comment and let me know what you are thinking.