The digital age has brought many opportunities and challenges for IT managers. They need to keep up with the latest technologies, manage complex projects, communicate effectively with diverse stakeholders, and foster a culture of innovation and collaboration. How can they succeed in this dynamic and demanding environment? Here are some tips to help IT managers thrive in the digital age.
One of the key skills for IT managers in the digital age is to adopt a growth mindset, which means being open to learning new things, embracing feedback, and overcoming obstacles. A growth mindset helps IT managers to adapt to changing needs, explore new possibilities, and improve their performance. IT managers can cultivate a growth mindset by seeking new challenges, asking for and giving constructive feedback, and celebrating their achievements and failures as learning opportunities.
In my experience the key is to not think of oneself as an "IT Manager", but a business leader tasked with making the organization's digital technology portfolio a source of competitive advantage, not merely another "utility". In order to achieve this, we have to understand not just the entire tech landscape, but the all of the business areas key to the org's mission. We can outsource tasks to staff and 3rd parties, but not our understanding. To achieve this, we must grok what author Dan Pink calls "the one percent" (search for his excellent video on that topic), the essential concepts and how they are linked for all the tech and biz capabilities in our domain, allowing us to orchestrate all these factors to support the mission.
Gestores precisam estar sempre olhando para frente, entendendo os objetivos estrategicos e sabendo como traduzir para o time o proposito e nas diversas etapas para chegar até o alvo final. é necessario resiliencia, o caminho nunca é facil. é preciso adaptabilidade, nem tudo ou quase nada acontece no caminho feliz. Manter-se firme e engajado em qualquer situa?ao favoravel ou nao e fazer que seu time acredite nisso, sao fatores para um mindset de crescimento
Having a growth mindset is core to any role not just IT managers and leaders. With the pace of change in our world today and even in the past learning new skills, growing as a person, professionally and personally, plus having the grit to overcome adversity is essential. Seek out new challenges. I set a goal of learning something new each year. It maybe something that is a year long effort like learning to be a scuba instructor or something that is short in duration like learning how to get the most out of X.com as a research tool. Take in feedback from many perspectives. Spend time reflecting on peoples feedback. It's not equal in value but it can all be constructive if looked at through the proper lense.
Success for IT managers in the Digital Age is determined by their ability to effectively harness technology advancements while aligning them with business requirements. As visionary business leaders, they should cultivate and nurture a culture that encourages data-driven decision-making throughout the organization. Simultaneously, these leaders need to adopt agile and lean approaches to meet the dynamic demands of the business environment.
At work, we faced unexpected technical issues during a new software rollout, challenging our project's timeline. Instead of viewing this as a setback, I, as an IT manager, embraced a growth mindset. I encouraged the team to brainstorm and see the challenge as a learning opportunity. We sought feedback from all team members, fostering collaborative problem-solving. This approach not only helped us overcome the obstacles but also built team camaraderie and ownership. Embracing flexibility and resilience, we learned that a growth mindset is vital for leading effectively in dynamic environments, turning challenges into opportunities for growth and innovation.
Another skill for IT managers in the digital age is to leverage agile methods, which are flexible and iterative approaches to software development and project management. Agile methods help IT managers to deliver value faster, respond to changing requirements, and collaborate with cross-functional teams. IT managers can leverage agile methods by adopting frameworks such as Scrum or Kanban, using tools such as GitHub or Jira , and applying practices such as daily stand-ups, sprints, and retrospectives.
?? Leveraging agile methods is a key skill for IT managers. Agile's flexible, iterative approach accelerates value delivery, adapts to changing requirements, and fosters collaboration across teams. Adopt frameworks like Scrum or Kanban, utilize tools like GitHub or Jira, and integrate practices like daily stand-ups, sprints, and retrospectives to fully embrace agile methodologies. This approach enhances responsiveness and team coordination in project management.
My current CEO asked me: What for? What I get applying Agile methodologies? - Remove waste: waste in time, waste in cost, energy drainers. GEMBA: go down to the teams and see inefficiencies everywhere consuming your resources. FOCUS on what DOES matter. Be more efficient applying frameworks. -Alignment and transparency: ensure that everyone is rowing with the same cadence, and towards the same desired outcome. Learn the difference between A)tasks: what we do B)outputs: results of what we do. C)outcomes: what we get in with those results. With Agility we design objectives based on outcomes bringing value asap. -Continuous improvement and drive innovation: through useful retrospectives: learnings, insights & metrics.
There is more and life is a rich tapestry but above all, leadership is about taking people on a journey, one where they step in your footsteps not walk around you. To do this, you need to act like someone people want to follow. People don't like arseholes! People don't like fear! People don't like to feel less than they are. People do like to be respected and valued and they do want to feel that they can approach you no matter how small or insignificant the issue. People like to know that they can approach you with their failures as well as their successes and you will approach both of these in the same way, a manner where the individual does not feel any negativity or fear. 3 of 3
5. Engage with your stakeholders as though they are humans. They do not speak your language nor do they understand what you do so talk to them in a language that they can understand 6. Do not over focus on strategy. 12 -18 months is good. Beyond that and technology is moving around you not with you 7. Remember you are here to ensure that the business can do what they need to do. You are integral to their success so demonstrate this by being their success not their failure. 2 of 3
In the contemporary IT landscape, adept IT managers recognize the imperative of incorporating agile methodologies. Through the strategic adoption of frameworks like Scrum or Kanban, coupled with the judicious use of tools such as GitHub or Jira, and the rigorous application of practices like daily stand-ups, sprints, and retrospectives, IT managers can optimize project flexibility and cross-functional collaboration. This deliberate approach not only expedites value delivery but also fortifies the capacity to seamlessly respond to evolving project requirements, emblematic of astute management in the digital age. #AgileManagement #ITLeadership
A third skill for IT managers in the digital age is to communicate effectively, which means being clear, concise, and persuasive in conveying information and ideas. Communication is essential for IT managers to align their vision, goals, and expectations with their team, clients, and stakeholders. IT managers can communicate effectively by using various channels and formats, such as emails, reports, presentations, and meetings, and by tailoring their message to their audience, context, and purpose.
A comunica??o eficaz é essencial para a nossa vida pessoal e profissional. Ser claro e conciso nas suas mensagens evita ambiguidades no entendimento, escolha também o meio mais adequado para a sua comunica??o, seja por e-mail, uma reuni?o ou mesmo presencialmente. Mostre empatia e respeito, assim o receptor da mensagem dará mais aten??o a sua mensagem.
A comunica??o é t?o crucial quanto o conhecimento técnico, podendo, por vezes, prejudicar profissionais com habilidades técnicas excepcionais, mas que enfrentam dificuldades na lideran?a de projetos e equipes. Isso pode contribuir para o insucesso em diversas frentes de trabalho. Portanto, as habilidades de comunica??o entre as equipes s?o de extrema importancia, promovendo uma colabora??o eficaz que capacita a equipe a enfrentar grandes desafios. Isso ajuda a evitar desentendimentos ou interpreta??es ambíguas, criando um ambiente harmonioso.
Destaco a habilidade de comunica??o eficaz como gestor. Ser claro, conciso e persuasivo na transmiss?o de informa??es e ideias é essencial para alinhar vis?o, objetivos e expectativas com equipe e clientes. Utilizei diversos canais e formatos, como e-mails, relatórios, apresenta??es e reuni?es, adaptando a mensagem ao público, contexto e finalidade.
A comunica??o é uma habilidade fundamental para qualquer profissional e também aos gestores de TI na era digital. A comunica??o eficaz envolve n?o apenas transmitir informa??es, mas também escutar, compreender, persuadir e colaborar com diferentes públicos, internos e externos, que podem ter diferentes níveis de conhecimento, expectativas e interesses. Também é indispensável para os gestores de TI na era digital, que podem e devem buscar aprimorá-la constantemente, por meio de cursos, livros, podcasts, mentorias, e outras formas de aprendizagem.
Communication is key. Indeed my role as an IT manager is to spend 90% of my time listening and talking with staff, team members and stakeholders. I hate email (leads to misunderstanding and bad behaviour) and use it only for the passing of facts and artefacts, for more detailed information sharing I use virtual meeting spaces, the telephone and digital team sites. I also use the following rules when working with others - treat them as I would like to be treated - when things are going wrong communicate more not less - keep your promises, if you say you will call at a certain time, do it even if you have nothing new to say, it will build trust - listen more than you speak, it is the only way to learn - leave your ego outside
A fourth skill for IT managers in the digital age is to foster a culture of innovation and collaboration , which means encouraging creativity, experimentation, and teamwork among their team members. Innovation and collaboration are vital for IT managers to solve problems, generate new solutions, and deliver value to their clients and stakeholders. IT managers can foster a culture of innovation and collaboration by providing resources, incentives, and recognition for their team, creating a safe and supportive environment, and facilitating knowledge sharing and feedback.
O gestor de TI na era digital deve ter o mindset de inova??o e colabora??o. Deve procurar sempre fomentar uma cultura de inova??o e colabora??o ao encorajar a troca constante de ideias, promover ambientes abertos à experimenta??o, e reconhecer e recompensar contribui??es criativas da equipe. Iniciativas como hackathons, treinamentos regulares e a cria??o de canais de comunica??o facilitam a colabora??o, impulsionando a inova??o dentro da equipe de TI e fora dela.
Uma boa maneira de apoiar uma mudan?a cultural para suportar a veia de inova??o é eleger parceiros estratégicos dentro da própria organiza??o, que possam advogar a favor das iniciativas e apoiar os feedbacks. Esses mesmos parceiros ficam encarregados de difundir a implanta??o dos achados neste processo, em seus próprios times, atuando como referência nesses assuntos, contribuindo com o time de TI nessa jornada.
Para fomentar uma cultura de inova??o e colabora??o, os líderes de TI devem disponibilizar recursos e treinamentos, incentivando a equipe a pensar de forma criativa e experimentar novas abordagens. Reconhecimento e recompensas para contribui??es inovadoras s?o fundamentais, enquanto um ambiente de trabalho inclusivo e de apoio deve ser promovido. Facilitar o compartilhamento de conhecimento e incentivar a colabora??o por meio de projetos e ferramentas online s?o práticas eficazes. Estabelecer metas desafiadoras alinhadas aos objetivos da organiza??o inspira a equipe a buscar solu??es inovadoras. Essas estratégias, quando implementadas, criam um ambiente propício à inova??o, beneficiando a organiza??o na era digital.
é essencial que os gerentes de TI criem um ambiente que n?o apenas tolere, mas encoraje o erro. Afinal, é através de tentativas e falhas que surgem as grandes inova??es. Eles devem fornecer os recursos necessários, incentivos e reconhecimento, estabelecendo um espa?o seguro e de apoio. Isso envolve também facilitar o compartilhamento de conhecimento e feedback construtivo. Um ambiente que aceita o risco e o erro é fundamental, pois promove n?o só o desenvolvimento de ideias criativas, mas também fortalece a capacidade da equipe de se adaptar e prosperar em um cenário tecnológico em constante mudan?a.
Es clave, como líderes, y principalmente como líderes de IT el fomentar la creatividad, la innovación y el desarrollo. La velocidad del mundo líquido en que vivimos nos obliga a adaptarnos rápido y ágilmente.
A fifth skill for IT managers in the digital age is to keep up with the latest technologies , which means being aware of and proficient in the current and emerging trends, tools, and practices in the IT field. Technologies are constantly evolving and transforming the way IT managers work, such as cloud computing, artificial intelligence, blockchain, and cybersecurity. IT managers can keep up with the latest technologies by reading blogs, podcasts, and newsletters, attending webinars, courses, and conferences, and experimenting with new tools and platforms.
Be calm, learn as much as you can and do not be overwhelmed by all the information outthere. The basics are still valid! Adopt frameworks and methodologies. Form trumps over function so be systematic and structure approaches.
Manter-se atualizado com as tecnologias mais recentes é de extrema importancia para os gerentes de TI na era digital. Estar ciente e proficiente nas tendências, ferramentas e práticas atuais e emergentes na área de TI é essencial, considerando a constante evolu??o e transforma??o das tecnologias. Tópicos como computa??o em nuvem, inteligência artificial, blockchain e ciberseguran?a impactam diretamente o trabalho dos gestores de TI. A busca por conhecimento pode ser feita através da leitura de blogs, podcasts e boletins informativos, participa??o em webinars, cursos e conferências, além da experimenta??o de novas ferramentas e plataformas.
Manter-se atualizado com as constantes inova??es tecnológicas, s?o obrigatórias para o sucesso e transforma??o dos processos das Empresas.
IT managers must immerse themselves in a blend of educational and collaborative endeavors. Diving into the latest digital discourse through specialized blogs and industry periodicals, while also embracing virtual learning opportunities like webinars and online courses, is essential for continuous knowledge enhancement. Cultivating connections through professional networks and attending key industry events like expos and seminars provides a real-time pulse on emerging tech trends. Enriching their knowledge palette with insights from tech-centric podcasts and videos, and forging synergies with academic circles.
Na era "hype" de Gen IA, aposte nas experimenta??es, mas n?o se esque?a do olhar de governan?a. Um olhar no potencial das novas tecnologias e outro em seguran?a!
A sixth skill for IT managers in the digital age is to develop emotional intelligence, which means being able to understand and manage their own and others' emotions. Emotional intelligence is crucial for IT managers to build trust, rapport, and influence with their team, clients, and stakeholders. IT managers can develop emotional intelligence by practicing self-awareness, self-regulation, empathy, and social skills, and by seeking feedback and coaching from others.
A inteligência emocional é um fator crucial para ajudar o Gerente de TI na hora de lidar com a tomada de decis?o sobre quais projetos priorizar em cenários de alto volume de demandas de diversas áreas versus uma capacidade limitada de execu??o. é necessário entender e acolher todos os pedidos, mas ter inteligência para conduzir um processo de prioriza??o que foque nos objetivos da empresa, sem deixar a press?o fazer com que o gerente assuma mais projetos do que a equipe tem capacidade de executar.
Inteligência emocional é importante para todos os aspectos da vida, e n?o poderia ser diferente para um líder de pessoas. A press?o e as mais diversas situa??es exigem controle emocional e habilidades para se manter no eixo e buscar a resolutividade dos problemas.
Last but no least.. Emotional intelligence is a cross soft-skill that is key to any leader / manager. Some time ago, someone told me is like the motor oil for a car, its not expensive but the car will be fully broken once its gone. Morover, its probably the skill most difficult to develop, as it implies changes in your true self and behaviours. And so not everyone is open to change..
The emotional intelligence is the most important factor for any leader. If they can't manage their own mind, how can they manage hundreds or thousands of minds? It's important to keep equanimity in all situations and derive the best for each of the situations for your team & and yourself. Self-awareness, inclusion, and empathy are the keys to building the best environment for the team to grow.
With the prevalence of smartphones and social media, there is a growing sense of social disconnection from our families and colleagues. This has resulted in a loss of trust, emotions, and empathy in our interactions. First and foremost, IT managers must recognize that their teams are made up of humans with their struggles and challenges. By being empathetic and understanding the issues and concerns of their team members, managers can create a supportive and inclusive work environment. This can lead to increased morale, loyalty, and productivity among team members.
While all of the above-mentioned skills are very useful, the digital age is just another period. And the core values from previous periods should still be applicable: Trustworthy - One may excel in every other category but if your team doesn't trust you - you are screwed. Be fair, walk the talk, and see what happens. Integrity - Do what you believe is right at all times. Sometimes, it means you will have to say "No" to a full room of "Yes". Sometimes, there will be consequences. But without it, you are just a play-it-safe insect - there are billions of these creatures out there. Courage - Don't be afraid to take risks. "If the highest aim of a captain were to preserve his ship, he would keep it in port forever" - Thomas Aquinas
"Empowering individuals and organizations with robust cybersecurity practices is paramount in safeguarding our digital future. By fostering a culture of awareness, education, and proactive measures, we fortify our collective defense against evolving cyber threats, ensuring a resilient and secure online environment for all."
All the skills listed above are absolutely important. The pace of digital technology and its adoption in business is not in sync, which is causing many to lag behind. The adoption of digital business requires one more critical skill, i.e., the ability to unlearn old methods, old hypotheses, and old facts. We need to challenge the status quo without which we can’t learn new things .
Fundamental part is not described in points above. What is the value of digital products. Everything should start and end with identification of business value. At the begining what is the ambition and at the end what actualy has been delivered. Value discussion and preferably measurement is necessary to be used during live time of any digital product if the direction is still synchronized with business strategy.
Decide if you are an "IT Manager" or a Business Leader that just happens to work in IT. The IT Manager will focus on technology and method first. The Business Leader thinks first about customers' needs and where the business is going and then contemplates the role technology should play in delighting customer. As a business leader, this mindset is extends into the fabric of my teams and their practices. We name projects and milestones by their business value not their central IT tasks, look to and quantify how our initiatives will impact corporate or customer objectives, maintain close partnerships with our customers, and we serve internal customers rather than "users".