Management Problems
Issue: When it comes to management, IT has an innate problem. To do what it does, it needs technical specialists. It recognises technical competence in its remuneration. But sooner or later, somebody is going to have to be in charge of a group, such as IT Support. And the sad truth is, that promoted technicians do not always make good process or people managers. That’s why it is so common to see heads of support groups still being technicians, while their departments founder. Everybody needs managing. Being top techie is not enough.
Approach: First, the manager must recognise that he is a manager and know that the word means very much more than just ‘being the boss’. This is a question of perspective, which may need to be inculcated. Training is one route, coaching is another. Second, the manager’s manager must expect much more that mere group seniority - evidence of strategic and tactical, rather than operational thinking, at least.
I can help: My training and coaching is aimed at giving managers the insight that helps them move from the technical mindset to their new perspective. If needed, I am also the award-winning interim support manager who can raise your team’s game.
