All right, so we\u2019ve laid out what it means to be a leader \u2013 but how does this apply to IT?<\/p>\n
At this stage we have to look at what it means to work in an IT environment \u2013 and there are some wildly different attitudes to deal with.\u00a0 Let\u2019s approach this from the two extremes, as the rest fall into an in-between type.\u00a0 I will differentiate them using names that are general stereotypes, so please forgive me if you feel yourself categorized\u2026my intent is to speak of generalizations, not specific persons.<\/p>\n
The two types are:<\/p>\n
Administrators:\u00a0 generally these are \u201cIT Managers\u201d, \u201cSystem Administrators\u201d, \u201cDBAs\u201d, \u201cNetwork Administrators\u201d, or various other similar names.\u00a0 The person with one of these labels is generally tasked with keeping things running smoothly so that users on the computer system can perform their tasks efficiently.\u00a0 As a result, these persons are driven largely by the avoidance of downtime \u2013 and this means maintaining the network\u2019s status quo.\u00a0 All operations around operations such as monitoring for fault, storage maintenance, backups and recovery, etc.<\/p>\n
\u2026and\u2026<\/p>\n
Developers:\u00a0 these persons are focused on creating new systems and software to enable users to accomplish their tasks in innovative or more effective ways.\u00a0 These can be web developers, application developers, front-end developers, etc.\u00a0 This career is dominated by a constantly-changing landscape of new languages and architectures, and where the Administrator has a fanatical devotion to defense of the existing systems, Developers have an equally devoted attitude towards inventing new systems.<\/p>\n
Naturally, these two come into conflict when Developers have new systems they wish to add to the production networks.\u00a0 Lately (in the last 5-10 years), this meeting point has seen the growth of a new \u201cbridge\u201d career, DevOps.<\/p>\n
Additionally, let\u2019s not overlook the elephant in the room here.\u00a0 IT staff have a reputational stereotype of being less than optimal in their social skills.\u00a0 I think we can flatly state that there is more than just a grain of truth to this, and in handling your staff, one should take this into account.\u00a0 This isn\u2019t making excuses for them, it is preparing you to handle them effectively.<\/em><\/p>\n Despite their differences, each of these career track personnel has many similarities when it comes to the exercise of leadership.\u00a0 This is not an exhaustive list \u2013 just the major bullets.<\/p>\n Let\u2019s face it \u2013 most of these individuals have an ego, and because they are not especially social creatures, they tend to be a bit sensitive.\u00a0 Fortunately, as many of these persons tend towards an introverted personality, they don\u2019t demand a great many special efforts in this regard, and often find displays to be uncomfortable.\u00a0 That doesn\u2019t make their need for respect any less valid, however. \u00a0In many ways, it actually makes it more challenging.\u00a0 Often it can be best shown with an honest thanks for contributions.<\/p>\n Unlike a salesperson, whose recognition is often quite public and rewarded monetarily (my suspicion of why this is, is because it has been so easy to measure the performance of a salesperson in the volume of revenue they generate), awarding respect to an IT person tends to require a more personal touch.\u00a0 It shows you know what they are doing for you (even if you don\u2019t necessarily understand the nitty-gritty of it), and that you see the effort it requires to accomplish what they do.<\/p>\n Respecting your staff shows them that you do care, that you have commitment to them, is integral to good communication with them, and is a source of motivation.<\/em><\/p>\n IT Workers spend a great deal of their time thinking.\u00a0 This level of thought requires uninterrupted time spent researching, exploring, experimenting, or even simply sitting.\u00a0 It is the antithesis to the \u201cbuzzy\u201d open office which seems so popular among business-degree managers the last couple decades.\u00a0 (One can easily unearth enough research to choke a horse demonstrating how bad an open office is for any worker at all, much less IT staff.)<\/p>\n I often tell people \u201cIT isn\u2019t rocket science,\u201d in a turnaround on the classic clich\u00e9 \u2013 \u201cBecause rocket science is only first-year physics, and IT is harder than that.\u201d\u00a0 To perform this sort of thought-work, one must have a work environment that protects the workers\u2019 concentration.<\/p>\n In addition to a space to work in, proper tools and equipment are also needed.\u00a0 IT workers can easily grow \u2018stale\u2019 relative to the rest of the industry if they don\u2019t keep up to speed on the latest developments every so often, so a training budget and equipment budget should be included as part of the budgeted aspect of an IT position.<\/p>\n Providing a quality work environment shows care, expresses your knowledge of what they require, and demonstrates that you are committed to them.\u00a0 \u00a0<\/em><\/p>\n I mentioned just before that recognizing a salesperson\u2019s contributions is an easy affair \u2013 it can be tied directly to that person\u2019s revenue generation in the form of commissions.\u00a0 Measuring the contributions of an IT worker is much more difficult \u2013 and should be a major effort.\u00a0 As leaders and managers, we must ensure that we put effort into recognizing the efforts of our IT staff.\u00a0 <\/em>This is a particular failing many companies have when dealing with Administrators in particular, because most non-IT persons really only think of the Admins when something breaks.<\/p>\n Quite often, the hardest tasks an IT person performs also end up being the least visible.\u00a0 Ironically, some of the simplest things they do end up generating the most visible results.\u00a0 This is enough of a truism that I will often instruct my junior employees that when someone thanks them profusely for something that really didn\u2019t require a great deal of action, they should save those kudos and hold onto them for the time when they really do put a lot of blood and tears into something \u2013 because those big heavy tasks are often the ones that \u201ckeep the lights on\u201d and the users never even know they happened.<\/p>\n So the question here is how do we find events worthy of recognition in a group whose events are not necessarily widely visible?\u00a0 <\/em>There are a few ways to approach this:<\/p>\n Manager: \u201cI want to spend $x to send so-and-so to training\u201d<\/p>\n C-level:\u00a0 \u201cWhy?\u201d<\/p>\n Manager:\u00a0 \u201cBecause it\u2019ll make them better employees.\u201d\u00a0 (Duh.<\/em>)<\/p>\n C-level:\u00a0 \u201cWhat if I train them and they leave?\u201d<\/p>\n Manager:\u00a0 \u201cWhat if we don\u2019t train them and they stay?\u201d<\/p>\n Recognition of your staff sends a message \u2013 it is clear communication.\u00a0 It also falls into the zone of commitment, care, and demonstrates that you have a personality that shows long-term integrity. \u00a0Not surprisingly, it is also a great source of motivation, so long as it is provided with fairness.<\/u><\/em><\/p>\n Not everyone can be constantly on an A-type personality frenzy bender.\u00a0 IT persons in particular don\u2019t enjoy stress situations.\u00a0 They can burn out just like anyone else, and quite often the crises they deal with have a far more strategic impact than most of the rest of the company.\u00a0 You want to make sure that IT staffers have a clear head when tackling your businesses\u2019 problems, because if they don\u2019t, the repercussions can be more far-reaching than you wanted.\u00a0 So\u2026provide them with some downtime.\u00a0 Many startups see this in the form of games (ping-pong tables, foozball, etc.), and the best ones recognize it with time itself.\u00a0 I recommend giving your staffers a \u201c20% buffer\u201d \u2013 meaning that during a given week, they can spend a day\u2019s worth of time researching new stuff, exploring new tech, etc.\u00a0 Back when I first started in contracting in the 90s, our firm gave us a mandate that 80% of our time needed to be spent on billable action, the remaining 20% was ours.\u00a0 Building stuff, reading up on new tech, whatever.\u00a0 This was a really great way to let off some steam, and the team knew not to abuse it.<\/p>\n Some admins are on call 24\/7.\u00a0 Many developers and testers will spend loads of extra hours at crunch-time before a release.\u00a0 Remember when they have to put in those extra hours, and give them downtime to compensate.<\/p>\n IT people also tend to get lost in tunnel vision very easily, spending far more hours in the office than they should, and this can cost them in their home lives.\u00a0 When the 5 O\u2019clock hour hits on a regular day, tell them to go home.\u00a0 Help them keep a good work-life balance.\u00a0 A burned-out employee who quits the job after two years is of no use to you, and letting them burn out that way negates the need for care that they trust you to have.\u00a0 You need<\/em> them to be willing to spend that extra time when it\u2019s needed, and never take it for granted.<\/p>\n Providing downtime again demonstrates you care, that you have the knowledge necessary to lead them, that you are committed to their well-being and long term career, and motivates them to learn more to help them excel in their jobs.<\/em><\/p>\n Lastly, I want to focus on an aspect of your role binding the entire team together.\u00a0 At the beginning of this part, I pointed out two separate groups that have conflicting agendas \u2013 admins, who wish to maintain a status quo of sorts, and the other actively seeking to change it.\u00a0 These two groups often come into conflict, and they also come into conflict with other parts of the company.\u00a0 It might be professional, it may very well be personal friction.\u00a0 Whatever the cause, if a serious conflict is left to fester it can damage your team irreparably.<\/p>\n Whenever these conflicts arise (and let\u2019s assume you know which ones can resolve themselves successfully and which ones require your intervention), your role becomes that of a mediator.\u00a0 I strongly suggest you enroll in a mediation communication class, or at least read a few books on the subject (surprisingly a lot of books focused on relationship therapy can provide some insight here as well).\u00a0 This skill is an absolute must have if you wish to be a leader rather than simply a manager.\u00a0 A famous line about proper mediation is that when a compromise is found, neither side goes away happy.\u00a0 However, as a mediator you can at least see to it that the sides also don\u2019t go away mad.<\/p>\n Proper mediation relies entirely on your skill as a communicator, and will strain your listening muscles heavily.\u00a0 It is, however, a key element in demonstrating to your team that your integrity is of value to them.<\/em><\/p>\n The aspects of leadership play out in a lot of ways \u2013 subtle and not so \u2013 with IT workers, who are a rather unique bunch.\u00a0 Their needs and desires<\/p>\n The six qualities of leadership (care, personality, knowledge, motivation, commitment, and communication) all contribute in different ways to meet the unique needs of the IT team.\u00a0 When you meet those needs for recognition, respect, downtime, fair mediation, and provide these in a quality work environment, you actively use each of the six to help your team.\u00a0 And as your actions serve as mechanisms for communication, the team will recognize that you are leading<\/em>, not just \u2018managing\u2019 or \u2018ordering.\u2019<\/p>\n Part 1<\/a><\/p>\n Part 3 (end)<\/a><\/p>\n","protected":false},"excerpt":{"rendered":" Part 2 \u2013 How Does This Apply to IT? All right, so we\u2019ve laid out what it means to be a leader \u2013 but how does this apply to IT? At this stage we have to look at what it … Continue reading Desire for Respect<\/h2>\n
Need for a Quality Work Environment<\/h2>\n
Desire for Recognition<\/h2>\n
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Need for Downtime<\/h2>\n
Mediation<\/h2>\n
Summary<\/h2>\n