Here's how you can navigate the common mistakes IT managers make when responding to failure.

Forgive your staff and encourage trying over succeeding. If you reserve your praise for results then you never learn, or allow others to learn, from near misses. A forgiving and learning culture goes hand in hand with an innovative culture.

Navigating common mistakes in responding to IT failures involves prioritizing understanding over blame, encouraging transparent communication and conducting thorough analysis after the incident. Foster a culture of continuous learning, prioritize revisions based on impact and ensure comprehensive documentation. Increase cross-functional collaboration and invest in proactive monitoring and preventive measures. Leadership support during challenging times is crucial to effectively manage the team.

Na minha experiência aprendi que o fator critico para o sucesso é estar proximo do cliente e usuario e usar a empatia para compreender as dores e assim poder adequar a condu??o de projetos ou desenvolvimento.

I've learned that failure is a natural and essential part of personal and organizational growth. It’s fundamental for any innovation process. When something goes wrong, don't ignore or deny it; instead, acknowledge it openly with your team. This honesty creates a culture where setbacks are learning opportunities, fostering resilience and a problem-solving mindset. The more we fail, the more we learn, grow, and innovate.

Don't panic. Or to put it in a math equation: competence = experience = learning from mistakes. Worse thing you can do, is to focus on searching someone to blame. If there is someone to blame, then your processes are wrong - correct them. To keep it short: Do whatever it is necessary to minimize the damage and learn from mistakes. Since this is not a problem (regardless that at that moment it's looking like it), but opportunity to get better.

Avoid communication failures, managers must take proactive steps to sharpen all communication skills, take ownership, hard work and extra hours including verbal communication, written communication, and critical listening skills.

Working on my new title for the article, absolutely effective analysis is essential for problem management to be successful. I would question the taking a step back that happens after the incident is resolved. No one will thank you for a through piece of problem management if the systems still down.

Um Fehler effektiv zu bew?ltigen, ist eine gründliche Analyse unerl?sslich. Widerstehen Sie dem impulsiven Drang, sofort zu handeln, und nehmen Sie sich Zeit, um alle relevanten Informationen zu sammeln. Nutzen Sie Tools wie Incident-Management-Software, um Protokolle zu überprüfen und Daten zu analysieren. Verwenden Sie Ursachenanalysetechniken wie das Ishikawa-Diagramm, um die Wurzel des Problems zu identifizieren. Erstellen Sie dann einen Aktionsplan, um ?hnliche Fehler zukünftig zu vermeiden.

Após admitir um fracasso, evite a tenta??o de responder de forma impulsiva. Em vez disso, tome um momento para se distanciar e realizar uma análise detalhada das causas do problema. Colete dados de todas as fontes pertinentes, como membros da equipe, registros e relatórios de sistema. Analise essas informa??es em busca de padr?es ou quest?es recorrentes que possam indicar causas profundas. Compreendendo a origem do problema, você poderá desenvolver estratégias eficazes para prevenir falhas semelhantes no futuro.

Asimismo es importante registrar y generar algunos indicadores que nos permitan rápidamente identificar los errores más comunes y sus medidas de corrección.

Communication is key when dealing with failure. Don't keep things under wraps or sugarcoat the situation. Be honest and open about what happened, how it affected the project, and what steps you're taking to fix it. Share the lessons learned so that everyone can benefit from them. Create an environment where people feel comfortable speaking up and discussing their thoughts and concerns. Let's build a culture where failure is seen as an opportunity for growth, and where communication about failures is encouraged and valued.

This is one of the hardest parts. Communicating clearly when you may not have all the information. Say too little, you get bombarded with questions. Say too much, you get bombarded with questions! Clearly state the facts, such as.... "At X o'clock on DATE it was reported/identified that Y was in Z state. Current impact is... Engineers are currently... Current workaround is... The next update will be at..."

In IT we tend to treat people and internal processes like technology. Unfortunately you cannot reboot a team member or client! IT operations experience failures within teams and processes, not just technical ones- these require a different approach. Seek first to understand it from their perspective, and only then can your response have the correct context. When communicating with staff experiencing a team or process failure, I prefer the 'Feel'- 'Felt'- 'Found' approach. 1. "This situation looks painful, I know how you feel". 2. "I felt the same way when this type of thing happened to me before". 3. "I found that looking at it carefully to identify the gaps and not assigning blame was the best approach to work towards resolution...".

Herein lies one of, if not the greatest challenge for IT managers. The ability to communicate effectively to their stakeholders. As techies it can be easy to confuse your target audience with technical jargon and assuming that your audience understands the urgency or the content of your message. A delicate skill which has to be consciously developed and applied.

From my experience the key is to be transparent is all level of communication. Identifying key stakeholders who need to receive the information is important. Define clear timeline for all actions taken and planned. Agree on the frequency of the communication and let know who or which team will provision the source of the communication.

Key is to be visible. Don't tuck yourself away in a meeting room on the phone. If remote, keep an open comms channel on Zoom/Teams.

Em momentos difíceis, sua equipe busca em você orienta??o e lideran?a. é fundamental liderar pelo exemplo, especialmente ao lidar com fracassos. Mostre-se sereno e controlado, transmitindo confian?a na habilidade de sua equipe para enfrentar e superar desafios. Evite culpar ou apontar dedos, pois isso pode prejudicar a confian?a e o moral do grupo. Concentre-se, ao invés disso, na responsabilidade compartilhada e no aprendizado mútuo, estabelecendo um padr?o de responsabilidade e profissionalismo.

People need to feel comfortable, and utilize every opportunity to either learn or understand what they missed. If the individual made a mistake, sit down with him individually and help him better hone his skills. If every step was followed, then the procedure needs to be optimized. Allow your team to chip in and contribute to designing a better process.

Leading by example can transform the technology environment significantly. When leaders demonstrate qualities such as integrity, accountability, and dedication to excellence, they set a high standard for their teams to follow. This inspires others to strive for greatness and fosters a culture of innovation, collaboration, and continuous improvement. Moreover, when leaders actively engage in the use of technology, embrace new trends, and adapt to change, they demonstrate a commitment to staying relevant and ahead of the curve. This proactive approach encourages employees to do the same, resulting in a dynamic and forward-thinking technology environment where everyone is motivated to excel and contribute to the success of the organization.

Be present. Show your staff that you are there to help them. Provide them any assistance they may need but don't micro-manage them. Ask questions that will lead them to progress further.

Implementing effective solutions is a critical step after reflecting on a failure. Firstly, assess impact and perform feasibility study. Communicate the plan clearly and foster a collaborative environment within team members. Lastly, track progress, remain agile and responsive

Debemos improvisar lo menos posible y sólo cuando nuestra experiencia y la situación nos indiquen qué es necesario. Con este objeto un plan de contingencia y resiliencia es necesario. Tras tener claro el análisis de riesgos y entender qué el riesgo 0 no existe. Un plan con las soluciones previstas para cada contingencia, nos hará ser ágiles en las respuestas, sin olvidar qué las situaciones se pueden complicar. Debemos tener cintura para poder realizar las correcciones necesarias.

Una vez que se hayan priorizado las acciones y se haya asegurado el apoyo del equipo, es importante seguir de cerca el progreso y realizar ajustes según sea necesario. La implementación efectiva de soluciones no solo resuelve el problema inmediato, sino que también fortalece los sistemas para prevenir futuros fracasos. Mantener una comunicación abierta y transparente durante este proceso puede ayudar a mantener a todos en la misma página y fomentar un sentido de responsabilidad compartida hacia el éxito del equipo.

Again this describes a basic problem management process. I would add that you are not always in a position to "Ensure that your team has the resources and support they need to carry out these changes effectively" Make sure you have the buy in from your leadership team this means effectively communicate the pros and cons of your solution, costs (not just money but how many and how long will people need to be focused on this rather than working on other pieces of work), current and future risk/issue landscape.

Implementar uma solu??o pode n?o ser t?o simples; sem a devida análise dos possíveis impactos, a implementa??o ou corre??o pode trazer resultados n?o t?o positivos.

Nach einem Fehler ist es entscheidend, innezuhalten und zu reflektieren. Setzen Sie sich mit Ihrem Team zusammen und analysieren Sie, was gut gelaufen ist und was verbessert werden kann. Verwenden Sie Tools wie retrospektive Meetings oder Feedbackumfragen, um konstruktive Rückmeldungen zu sammeln. Passen Sie Ihre Strategien entsprechend an, um zukünftige Fehler zu vermeiden. Kontinuierliche Reflexion und Anpassung sind der Schlüssel, um einen widerstandsf?higen IT-Betrieb aufzubauen.

O erro, muitas vezes visto como um obstáculo, pode ser um professor valioso para o executivo de TI. Através da reflex?o profunda sobre o ocorrido, o profissional identifica falhas, aprimora habilidades e ajusta estratégias, impulsionando seu crescimento. Ao aprender com os erros: O executivo toma decis?es mais assertivas. Desenvolve novas habilidades e aprimora as existentes. Implementa medidas preventivas para minimizar novos erros. A capacidade de aprender com os erros é crucial para o sucesso do executivo de TI, tornando-o um líder resiliente e adaptável.

Debrief with my team. Start analyse the root causes and identify lessons learned. Enhance risk management by adapting IT management practices. Invest in employee development could also help. Foster a culture of continuous improvement within the team

Turning setbacks into stepping stones: -Reflect Post-Failure: Regularly schedule debrief sessions post any major IT failure. This helps in understanding both the strengths and weaknesses in our approach. -Encourage Open Dialogue: Ensure every team member feels comfortable sharing their insights without fear of blame. -Identify Improvements: Actively discuss and pinpoint what can be better. Is it the technology, the process, or the response time? -Adapt & Enhance: Implement changes based on collective feedback to strengthen IT operations. -Foster Continuous Learning: Treat each setback as a learning opportunity to refine strategies and prevent future issues. ?? Continuous adaptation is our tool for building a more resilient IT environment!

El fracaso es una constante en TI. Dicho lo anterior, la búsqueda de soluciones alternas, innovadoras y el entendimiento de nuevas situaciones tienen que hacer parte de la mente creativa y resolutora de un administrador de TI. Cuanto mas complejo e incierto es el escenario esto se hace cada vez mas frecuente, y con la agilidad de los negocios esto es cada vez mas frecuente. Tener una clara comunicación con pares y equipo hacen de la búsqueda de soluciones un camino interesante por el cual recorrer y que llenará de sorpresas en la creatividad.

Si eres el responsable de un equipo de IT, aprende de tu equipo, apóyate en ellos y que sea recíproco, da ejemplo, busca soluciones definitivas, no te quedes en los parches que al final se convierten en una mara?a difícil de gestionar en el futuro y te limitará a la hora de seguir creciendo y mejorando a ti a tu equipo.

It is also important to implement positive feedback loops. Every small step taken to improve the situation should be continuously recognized, shared and celebrated. Overcoming failures can take a considerable amount of time, requiring teams to make a greater commitment and effort. Positive feedback loops provide teams with the necessary energy, confidence and drive to navigate through such times.

Es esencial entender que el fracaso forma parte intrínseca del camino hacia el éxito, especialmente en el ámbito IT. ?? Al ver los contratiempos como oportunidades podremos fortalecer nuestra resiliencia y mejorar nuestras operaciones. ?? Para abordar adecuadamente los fracasos es crucial realizar un análisis minucioso de la situación, identificando causas raíz, reflexionar sobre lo ocurrido a fin de ajustar prácticas operativas en consecuencia y desarrollar estrategias preventivas. ???? A partir de la experiencia lograda en ITPartner agregaría que se debe fomentar y priorizar la planificación de contingencias, la evaluación de riesgos y el desarrollo constante de nuestro equipo IT. ???

Nós gestores de TI, temos a responsabilidade garantir que nossas empresas sejam capazes de se adaptar rapidamente às tecnologias emergentes e aproveitar as oportunidades que elas oferecem. Uma maneira importante de avaliar a capacidade de uma empresa de lidar com tecnologias emergentes é por meio da avalia??o de sua maturidade digital. A maturidade digital se refere à capacidade de uma organiza??o de usar tecnologia de forma eficaz para atender às necessidades dos clientes e garantir o sucesso do negócio. Isso envolve n?o apenas ter acesso às ferramentas e tecnologias mais recentes, mas também ter as habilidades e processos necessários para utilizá-las de forma eficiente. Ti é negócios e negócios é TI.

Al buscar estadísticas de fracasos de Proyectos similares a nivel Regional y Global, podemos reducir Riesgos y Mitigaciones, no solo a nivel Técnico, sino fundamentalmente a nivel Comunicacional a los Lideres de la Organización, para tenerlos consientes y comprometidos. Saludos! ALeg