Here's how you can cultivate the key qualities of a successful IT leader.

As a leader, my key characteristics include visionary thinking, strategic planning, risk-taking, resilience, and strong communication skills. I prioritize transparency and accountability, and strive to create a collaborative and innovative work environment that fosters innovation and progress. I am also committed to empowering and developing my team to reach their fullest potential, and prioritize diversity and inclusion in all aspects of my work.

Ja. Stimmt. Es kommt allerdings darauf an, auf welcher Hierarchie- Ebene ich mich befinde. Je nachdem kann es sein, dass ich eine eigene oder eben die meines Unternehmens vorleben muss!

Develop a clear and inspiring vision for the team's goals and objectives. Communicate this vision effectively to align and motivate team members. Remain adaptable and forward-thinking, anticipating industry trends and technological advancements.

Stepping into a leadership role in IT, I quickly realized the importance of having a clear and compelling vision. It was a challenge I embraced early on, determined to steer my team through the rapidly evolving tech landscape. I remember a pivotal moment during a major project where emerging technologies seemed to offer equal promise and perplexity. It was my responsibility to sift through these options and envision a path that not only enhanced our capabilities but also aligned with our broader company goals.

Etwas was ich hilfreich fand, ist der "Golden circle" von Simon Sinek. Also, kommunizieren nicht über die Ebene "Was" und dann "Wie" und ganz zum Schluss vielleicht "Warum", sondern umgekehrt!

Early on during a big project rollout, I dove deep into diagrams and code talk, assuming folk would follow my nerd ramblings just fine. That was, until I saw confused looks spreading like a virus across the room. Now those blank stares were no coding error - they were a wake-up slap saying my communication was flawed, people So I dialed down the jargon, framed our techy work in plain terms of how it would actually impact folks' daily duties department by department. The change? Like night and day. Engagement lit up like Morse code and wins start stacking left and right.

Ensure messages are concise, accurate, and easily understood by all team members. Utilize various communication channels, such as meetings, emails, and collaboration tools, to convey information effectively. Encourage active listening and provide opportunities for clarification to minimize misunderstandings.

Foster creativity and experimentation by providing a supportive environment. Embrace diverse perspectives and ideas, fostering a culture where team members feel empowered to contribute innovative solutions. Implement processes for idea generation and experimentation and recognize and celebrate successful innovations.

Meiner Erfahrung nach, ist "Brainstorming" in den meisten K?pfen der Führungskr?fte nicht drin. Und die Umsetzung schon gar nicht! Das Tagesgesch?ft zwingt uns zu schnellen Entscheidungen (statt durchdachten Entscheidungen)! Also üben, üben und nochmals üben!

During one crew confab, I pitched setting each Friday aside for exploring wild hare-brained ideas totally stress-free. Reactions varied more than the Windows startup tones. Some sparks lit up like Christmas, hungry to tinker. Others seemed wary, stressing what might happen if experiments bombed. I got it - failing ain't everyone's favorite flavor. So we agreed both victories and "failures" would be Monthly Meeting main attractions. Turns out celebrating journeys, not just destinations, took the stigma out faster than any troubleshooting.

Fragen Sie sich: Würde ich mich in ein selbstfahrendes Auto setzen? Darf mir ein Mitarbeiter mit einem strahlenden L?cheln über seine Fehler berichten? Haben Sie sich selbst schon einmal dabei erwischt, den Satz "Das haben wir immer schon so gemacht" auszusprechen?

Encourage flexibility and openness to change, allowing team members to adapt quickly to evolving circumstances, technologies, and project requirements.

When I took charge of IT, writing "Adapt or Die" on my whiteboard seemed less like advice and more like a warning! Our field morphed faster than upgrade cycles. Rigid plans promising glory yesterday now spelled doomed like a busted line of code. Then a big client project hit a major code change that scrambled our killer app like an unstable algorithm. Coulda seen it as a loss - instead I spotted our chance to truly flex. We slithered plans around, testing tech that first made my squad shudder but later saved our bacon sweet as an optimized server.

DAS ist der entscheidende Unterschied zwischen Managern und Führungskr?ften (Leadern): Beruhen meine Beziehungen zu den Mitarbeitern auf Misstrauen oder Vertrauen? Glauben Sie, dass Ihre Mitarbeiter im home- office ihre Arbeit vernünftig machen? Und: Was tue ich, um das Beziehungskonto zu meinen Mitarbeitern zu füllen?

Building relationships is fundamental for fostering collaboration within IT teams. Encourage team members to connect on a personal level, fostering trust and camaraderie. Facilitate opportunities for team-building activities and informal gatherings to strengthen bonds. By investing in relationships, team members can communicate more effectively, collaborate seamlessly, and ultimately achieve greater success in their IT endeavors.

Early on, a big project came our way underfunded and overdue like an unpaid credit card. Slap in the face it made crystal clear how crucial strategy and staff placement really were So I put our budget under the microscope and reshuffled crews, putting each player in a position to really maximize their mojo. Also tweaked training plans to beef up our toolbox and skills. New programs flew us smooth like a hotfixed program too. Wasn't just about cutting corners - was sculpting our resources into top performance shape! And man did it deliver - project knocked out the park with zero OT. Now we're an oiled machine whether tackling deadlines or learning something new.

What i have seen is that with changing times the essence of leadership is also changing and more so in IT where the teams under you are also either equally qualified or sometimes even more. Leadership is all about taking the team together and managing the resources well. What you need to do is stay humble and be a team member and not a leader by your conduct, and be respectful towards colleagues and subordinates. Be a scrum master kind of leader who is there for team during all situations and not only when there are good times and disappears in crisis situation.