RSS
|
||||||||||||||
  Balancing Act of Multitasking Managers March 22, 1999
Like many life experiences, managing IT is all about balance. People tend to think of balance as a dichotomy. A judge balances the interests of two parties in a lawsuit. A tightrope walker balances the forces of gravity. But IT managers need to seek a more complex balance, a triad of technology, people and business processes that isn't always a natural fit.
Granted, the sports analogy only takes you so far in understanding the dynamics of IT management. On the one hand, prior experience counts, because it gives a manager the perspective needed to make tough decisions regarding the viability of a certain technology or choose between two technical approaches. Experience also gives a manager some credibility with the staff, many of whom are more likely to judge the qualifications of their manager based on the person's "technical chops" rather than his or her business skills. But a basketball coach or a baseball manager has the advantage of operating in an environment where the rules of play are relatively constant over a long period of time; in IT, the game is reinvented every five or 10 years. For better or worse, that's the environmental context in which an IT manager operates. Many are exhilarated by the challenge--it adds a dynamism to their jobs that is absent in many management positions. But it also adds pressure to maintain technical skills as the pace of technical change quickens. Some managers, so burdened by the competing demands for their time, resign themselves to technical obsolescence, adopting the stance that they are paid to be a manager and not a technician. Unfortunately, such a strategy seldom proves successful for IT managers. First, by allowing their technical skills to atrophy, managers feel pressured to delegate important strategic technical decisions to their subordinates. That's OK if you have a delegate whose technical perspective can always be trusted. More likely, however, there will be varying perspectives regarding important technical directions, and the manager is all too easily sucked into a mode of decision-making based on personal trust of key individuals and implicit distrust of others. This is a source of divisiveness within the organization. The second problem is that outside the confines of their organization, IT managers are viewed as technical experts, no matter how long it's been since they installed an OS or configured a router. When they attend meetings with business managers outside IT, they're expected to answer technical questions. Managers who don't keep up with technology often appear impotent in this context, unable to distill the technical essence of an issue and formulate a reasonable answer. Instead of being viewed as effective business managers, they are seen as inadequate representatives of the organization's interests, and out of touch with the very content that justifies their above-average management salary. Their support throughout the organization is undermined. Finally, there is the sense of personal failure that comes from losing one's edge. In this regard, it's a little like a musician who becomes a teacher because he or she isn't quite good enough to make a living as a performer. Yes, teaching is a worthwhile profession, but there's always that disappointment that comes with giving up on your first love. For some technical managers, there is no conflict: They never had a passion for the technology even while toiling at it on a daily basis. For them, giving it up is a solution rather than a problem. People Before Technology Just as common as the manager who sacrifices technical currency to tend to the other aspects of management is the technical manager who can't quite come to grips with letting go. Remember that balance is the key to effectiveness. So while it is important for IT managers to maintain their technical skills, that does not mean they should continue to play the role of technical lead, particularly if they manage a large staff--to do so would make it nearly impossible for one to hire, motivate and retain qualified people. Given current market demand for technical professionals, staff turnover is inevitable. And because a skilled staff is probably the most important single element in the successful rollout of new systems and the maintenance of systems already in place, IT managers need to be talent scouts. There are many elements to this role, including familiarizing yourself with local technical recruiters, making connections through local and national professional associations, and learning what it takes to market your organization to potential employees. If you spend all your time sitting in front of a protocol analyzer, you won't have much time for this. And even if you manage to hire good people, you need to tend to their basic needs--remember that a disgruntled employee isn't going to be a productive team player. Find a way to pay a fair salary, provide the tools necessary to do the job, and cultivate a work environment where people are comfortable. Some of you are probably chuckling by now, recognizing that all of these tasks are far easier said than done. But understand that these are the basic needs of most employees, and if they aren't met, you'll never see your valued employees reach their potential. If you hire excellent people and meet their basic needs, that's no guarantee that a group of technologists will jell into an effective team. Remember, the team with the best players doesn't always win the game. You must create and foster chemistry--a desire to compromise one's personal goals in the interest of team success. This is the classic role of the manager as coach, instilling a sense of we when our basic human nature pushes us to think me. What Business Are You In? Many IT organizations suffer from an "us versus them" mentality. Unfortunately, as often as not, "them" is not the competition but instead the rest of the organization, including senior management. Sometimes, the critical view of those outside IT is warranted by an anti-technologist organizational culture fostered by frustration. When information systems don't meet user needs or change seems too rapid and disruptive, people get mad at technical managers. On other occasions, it is a form of techno-elitism on the part of IT staff, often reinforced by IT managers seeking a common enemy around which to rally the troops. Such a viewpoint is as misinformed as it is destructive. The key to breaking down these barriers is for IT managers to become more informed about the core mission and key business processes of the organization. To do so, they must find ways to interact with managers, and not just when technical issues are on the table. If the business is retailing, IT managers need to understand the dynamics that motivate a customer to buy from your organization or others. If the business is insurance, IT managers must understand the dynamics of that market. If the business is education, IT managers need to understand the keys to success in the classroom. Maintaining a sense of humility and asking lots of questions is a good way to start. IT managers must nurture a sense of trust with business managers and a sense of respect for the challenges they face. Pushing technology down their throats is a sure path to disaster. So, too, is rejecting out of hand requests for technological solutions to their problems. As people outside IT begin to think about re-engineering through increased use of technology, they often bring naive perspectives to the table, suggesting unworkable solutions. Determining how to redirect their thinking in more appropriate directions is impossible unless you have some familiarity with their roles and how they add value to the organization. Maintaining a balanced focus on continuous development of technical skills, paying attention to the concerns of technical staff members, and gaining a better understanding of the business processes that define success or failure in the organization are the keys to effective IT management. Anyone who can't handle this kind of multitasking ultimately may need to look for a new profession. Send your comments about this column to Dave Molta at dmolta@nwc.com. |
Here
Here
The Bits and Bytes Matter Frankly, I've never bought into the idea that any good manager can oversee an IT organization, regardless of the person's technical background. Yes, there are probably exceptions--individuals who can pick up enough of the technology to carry a tune and move an organization forward by the force of their will. But with all due respect to those who criticize the analogy, managing IT really is a lot like coaching an athletic team. Look into the careers of the great sports coaches of our time and you'll find that, with rare exception, they spent many years playing the game. That's not to say that they were necessarily the best players; in many cases, physical limitations prevented them from rising to that level. But you can be assured that they spent many years studying all the nuances of the game--experience they drew upon to help them make tough decisions under pressure.
