Category Archives: IT Manager Tips

Received an email message this morning from one of my IT Manager Institute students, David Dilday. His comments and others like it are what motivate me to do what I do, , , “help IT managers of the world achieve more success”.

Here is what David had to say, “Just checking in here, and letting you know of my progress thus far “post class”.  One of the action items I put down in my notes (and something that you mentioned specifically I believe) was to come back from the class and find ways to save the company money.  The goal for me was to not necessarily make the savings in my IT department alone, but just put my ideas for cost savings/avoidance out there and do the work on the back office side with number crunching.  Well I did that, proposed developing and using e-forms instead of our traditional paper forms to the appropriate department and let it go.  I didn’t do any of the creation of these forms at all, I just created the documentation for cost savings and made a recommendation.  The department manager implemented the e-forms and gave me credit.

By the way…these e-forms will save the company $30,000 a year.  Thanks to your inspiration and the content of your class, I’m continuing to reach new heights in my career.”

I’ve received other messages from David since he attended the Institute program. He is taking the things we teach in the Institute to heart and making real progress in delivering more than just technology support, , , he is recommending and doing things that provide real business value for his clients.

Things like this get noticed and make a difference for your IT organization and for your career. It always gives me a personal boost when I hear from our students about their successes, , , hope you like reading about it too.

In today’s business environment, it is vitally important for the CIO to become a true business partner of the company’s CEO and CFO. Together, these three executives can drive significant strategies that benefit their company.

If the CIO is to gain real “partnership status” with these two company execs, there are a couple of things he or she must do. Becoming a “partner” with your CEO and CFO is not necessarily an easy thing to do, but it’s vital if the company is to achieve its full potential.

The CEO and CFO are the two people looked to most to see that the company performs as expected. They are ultimately responsible to the Board of Directors and stockholders for company performance.

For the most part, company performance is measured in terms of financial performance. Their ability to achieve “the numbers” is enhanced exponentially when they have a CIO who understands the business and operates in “partnership” mode with them.

CEO types often come from the sales or operations side of companies in the same industry. CFO’s often have accounting experience in the industry as well. Industry experience is a critical factor in “operating” a company.

Conversely, CIO’s can come from virtually any industry. Our skills as an IT manager or CIO are actually very transferable across any industry.

Key contributions of an effective CIO

If you look at what strong CIO’s do for a company, it makes a lot of sense that a good CIO can be effective in virtually any company and in any industry.

• assesses business issues and needs
• identifies technology issues, capability and capacity
• defines IT initiatives that address these business needs and issues
• develops strategic IT plans for the company and anticipates need
• builds an IT organization that provides systems stability and security
• positions scalable technology resources to support company growth
• provides responsive support to technology user needs
• implements IT initiatives that deliver tangible business value
• budgets and manages the IT operation to be cost effective
• implements change through technology to improve profitability, productivity, and other business value results

Sounds sort of like Superman, , , or Wonder Woman doesn’t it?

A CIO wears many hats to be sure. Effective CIO’s take care of business methodically and use proven formulas of success to generate positive results for their company. They can use these processes in any company or industry.

Remember me mentioning earlier that to become the CEO and CFO’s partner there were a couple of things the CIO must do?

First, a CIO must be acutely aware of company financial challenges the CEO and CFO have to deal with. Achieving targeted financial numbers is well over 50% of the executive wing’s mindset and what absorbs much of their time. All you have to do is to watch the anticipation every month when it’s time to produce the company’s monthly financial reports to realize this is the case.

To be able to relate well with the CEO and CFO in financial terms is extremely important. It’s not something you can fake. To gain “full partnership” status, you have to be able to communicate in such financial terms as “earnings per share”, “expense as a percent of revenue”, “ROI” or “Return on Investment”, “EBITDA” or “Earnings before interest, tax, depreciation & amortization”. You also need to have solid understanding of company P&L’s, the budgeting process, and the issues that can effect earnings, especially as it relates to technology.

Discussing issues in business value terms must become the norm for a CIO to achieve partnership. Every initiative you recommend must be cost justified and provide tangible and quantifiable business value, , , otherwise, it likely won’t be heard by your CEO and CFO.

Too many IT managers reach a senior management position in smaller and mid-size companies without ever budgeting or having responsibility for a P&L. Lacking an understanding of how the financial engine of a company works makes it very difficult to become an integral partner with the senior management team.

Second, a CIO must understand the business. I stated that strong CIO’s can move from company to company or from industry to industry and be very effective. They can only do that if they learn the business of the company and the industry it is in. Sharp CIO’s make it a priority to “get under the hood” to discover what drives the company and how it is successful. In other words, they learn the business and what makes this type of business “tick” quickly.

Every industry has leverage points where technology can improve profitability, improve productivity, create a competitive edge, or provide other value that’s important for a company’s success in that industry.

For example, in healthcare, there tend to be three major drivers that contribute to operational success beyond the actual medical services provided:

1. Regulatory compliance
2. Billing for services provided as accurately and as quickly as possible
3. Collecting the cash for services rendered

If a healthcare company is heavily paper oriented with little automation, it’s a virtual gold mine for a savvy CIO. Believe it or not, the healthcare industry is still a heavily paper intensive industry.

Every industry has levers like these that can be capitalized on when the CEO, CFO, and CIO combine forces. Within an industry, companies have unique business issues and “one size will certainly not fit all”. What I mean by this is that once you know where the industry leverage points are, assessing a company situation may identify more basic technology issues for a given company. For example, as late as 1999 I was still running into companies without email services. These basic services need to be addressed just like the potential company leverage opportunities that may exist.

Astute CIO’s try not to take anything for granted when learning about a new company. They assess globally and begin “peeling layers of the onion away” as they drill down to identify the specific issues that the company is dealing with.

CEO’s and CFO’s need partners who can help them solve the company’s financial challenge riddle and the only way to do that is by understanding the business. Having a CIO that can speak the financial lingo and who spends money on real issues that makes a tangible difference for the company are valued assets and treasured “partners”.

The CIO is in a unique position in that he or she can facilitate change through technology that can improve the company in so many ways. Your ability to integrate business issues and financial insight into managing the technology resources operation of your company can have the most dramatic and positive effect.

Gaining an executive level perspective in the financial and business needs arena of your company is the first step in gaining two new partners at the top of your company. With partners at the top, your career can really go places, , , without that partnership, you won’t go very far.

Today is Memorial Day in the US, one of our major holidays. We celebrate and honor those who have fought for our country in this holiday. We have many friends and family who have served in the Armed Forces, , , including me.

I served in the US Marine Corps for 4 years and it was where I got introduced to the world of computer technology. The Marine Corps was also where I got my first taste of management responsibility. I’m convinced it is where I transformed my basic management approach from “authoritative” to “persuasive”. Most of us in IT have authoritative personalities – over 70% of us. This approach works fine when we are responsible only for ourselves in a technical role. It can get in our way and becomes a big obstacle when we become managers.

In the Marine Corps, I can give an order and it has to be carried out, , , there is a very strong structure of discipline. No time for “I don’f feel like it” or “I don’t think that’s a good idea”. Orders are given and they are carried out – very simple.

Well, I didn’t know much about personality types and things of that nature early in my career, especially not when I was in the Marine Corps, , , but I’m convinced upon looking back that it must have been in this first IT management role that I began intuitively becoming a more persuasive manager.

For one reason!!

You get better results when you explain to your technical team the need to do something, why it’s important, and what’s in it for them. In other words, you communicate and sell the idea. When you do, I’ve found you get much better results and more commitment to the work.

What is an authoritative management personality?

Good question. In a nutshell, an authoritative manager’s approach is like this:

• Let’s go do the work
• Do it now
• Do it my way
• I don’t want to discuss it

This last part, “I don’t want to discuss it” is what can create problems for you, , , unless you are in the Marine Corps. Most people do not mind doing the work when they understand the importance and why the work needs to be done. If the work turns out to be good for them, that’s icing on the cake.

Over 70% of us in IT are shy and introverted, , , meaning we do not like to discuss these issues, , , we prefer to give the order , , , and for people who work for us to “just do their jobs”! In some work environments like the Marine Corps this works well, but in most it doesn’t.

My basic personality is an authoritative manager style just like most in IT, but I change when I go to work and transform my approach to a persuasive management style. I’ve learned the value in communicating what, why, and the benefits of doing things, , , i.e., I force myself to communicate. It’s not something I necessarily want to do, but I’ve learned that it’s a requirement for me to succeed in an IT manager role.

One last thought, , , today is a holiday for us in the US. You need to take time for yourself and do things with your family and friends – away from work. Many of us in IT can be somewhat workaholic types, , , work is good but you also need some downtime to re-energize and recharge the batteries, , , you will be more effective when you do.

I know, because I have a serious workaholic personality, , , but I’ve learned to take more time for myself. I planned to do a lot of writing over this long 3-day weekend, but I never got to it. Part of me wants to kick myself, but another part realizes it will help me be more productive in the days ahead.

Take care of yourself and spend some quality downtime from time to time – holidays, weekends, vacation, etc. Your family will appreciate it and so will those who work with you – you will find that you become a fresher person able to look at the positive things easier and more often.

Getting ready for an interview? Here are some interviewing tips that might help.

– Identify your accomplishments before you go on an interview.Think of the company benefits and results you have achieved.
– Don’t let your guard down.
– Answer the interviewer’s questions in a direct and concise manner.
– Dress in a manner that your position calls for.
– Maintain direct eye contact with the interviewer; this shows confidence.
– Develop questions that demonstrate interest in working with the company.
– Send a thank-you letter to all individuals with whom you interviewed.
– Be aware of your language. Avoid vocal fillers such as “you know” or “um”.
– Answer questions within 60 seconds or you will lose your listener.
– Be prepared, but don’t sound rehearsed.
– Expect to answer the question, “Tell me about yourself.”
– Remember that you are interviewing the company as well.
– Be prepared to expand on the information you provided in the resume.
– Always show up on time.
– Be honest but careful of what you are saying.
– When filling out a job application, be sure to read and follow the instructions.
– Be polite and positive.
– Research interview techniques and prepare.
– Listen carefully to the questions that are asked and answer the question.
– Maintain a positive and upbeat demeanor.
– Don’t go off on tangents.
– Be aware of your tone and body language.
– Establish rapport with the interviewer.
– Don’t interrupt the interviewer when she or he is speaking.
– Expect to be nervous.
– At the end of the interview, ask the interviewer what the next step will be.
– Know the organization’s needs and culture before the interview.
– Be yourself.
– Don’t speak negatively about your present or past employer.
– Be prepared to answer, “Why did you leave your last company?”.
– Wait until you are offered a seat before you sit down.
– Interact with the interviewer; don’t react.
– Pace yourself; if you need extra time to think of an answer, take it.
– Write down your thoughts of the interview immediately after it is over.

I read an article yesterday that made me think. I know, , , those of you who actually know me are saying to yourselves, “It’s about time you started thinking.”

Well, anyway, , , the article was about mentoring your employees.

It made several good points, but the essence of the message was that you need to develop your people in more than one or two areas, , , not just technically. What you ultimately want in an organization is a staff of well rounded IT professionals.

What this says is that they need the following investments from their manager:
1. Technical knowledge expertise (goes without saying, I guess)
2. IT organization mission and expectations you have of them
3. Company knowledge and why our company is so good
4. Industry knowledge and the part our company plays in this industry
5. Communication skills (IT people need help here more than most)
6. Client needs and issues (after all, we have a job because clients need us)
7. Client service skills (traits that creates great client relationships)
8. Vendor insights and how to work with vendors
9. IT policies and procedures (the things that help us support the business)
10. New technology trends
11. Project management skills (successful projects lead to IT credibility)

This is just a list of 11 areas where you need to develop knowledge and understanding in your employees. Believe me, IT people are hungry for information, , , it is hard to give them too much.

Invest in your employees and develop their insights and you will see great things come from them, and remember, , , don’t just focus on one thing, , , you need well rounded professionals to be highly successful.

You may be surprised to learn that many of your employees may not know how to troubleshoot client problems.

Let me give you an example. Many years ago I inherited a new IT organization to manage. When I got the responsibility, I knew of one client account that apparently had problems every month, , , their problems were sort of a legend within our company.

Sure enough, at the end of my first month the client CFO calls and asks for the support manager (that’s now me). They were encountering another problem, , , something that seems to happen every month from what he told me.

I asked questions to try and understand what was happening, but couldn’t get any real insight as to what the issue was, , , so I ended the phone call and called in my senior IT people.

I asked them about the situation. In a similar fashion, I heard a lot of generalities but nothing of substance that helped me understand what the real issues were.

We visit the client and conduct a simple assessment at the end of the next month and the problems occur again, but this time we are able to see and understand the cause and effect of what is going on.

The result is that we are able to identify 4 key issues that contribute to the problems this client was having, make recommendations on how to prevent them from happening, and when the client implements these preventive measures it solves the problems from occurring in the future.

The point with this is that my staff was an experienced group of technical people, smart, and conscientious. The problem is that they weren’t using a process to troubleshoot the problems and get to the root issues.

You can’t deal with problems if you do not know what the issues are.

Once we understand the specific issues, we can usually solve or prevent the problems. So, , , observe your employees and verify if they are actually troubleshooting problems so they get to the issues. If not, you probably need to teach them how to get to the bottom of the circumstance.

I’m a firm believer that positive attitudes create positive energy and that those around you feel it. Likewise, I think negative attitudes create negative energy and people feel that as well.

I’ve always tried to look at the “glass half full” as opposed to “half empty”. It’s the same situation, the difference is just how you look at it.

When our son had his car accident in 1993 and we almost lost him, it was the most terrible experience a parent can go through, , , but Dorine and I kept looking and thinking about the potential, , , and not about the terrible challenges Eddie was facing.

Today, it’s 17 years after the accident and Eddie still has physical challenges and a significant short term memory loss, , , he can’t remember something that happened 30 minutes ago. But the upside is that his long term memory is intact and strong.

Eddie never has a bad day, , , something that is amazing to us considering his physical challenges and pain he deals with. But it’s true, he is the most positive person I know, , , maybe it has something to do with short term memory loss.

The point is that Dorine and I stayed positive and kept encouraging Eddie during the darkest of times. I could tell you hundreds of stories that still give me chills of joy and some that caused grave concern at the time.

We believe that our positive attitudes are what helped Eddie recover to the level he has and why he is such an inspiration to so many. Everyone who meets Eddie seems to be drawn to him because of his positive attitude, , , he truly has an aura of positive energy.

Positive attitudes really do work. We have seen it over and over again in our personal and professional lives.

As an IT manager, it’s important for you to stay positive and to encourage others. Your attitude sets the tone in your organization. If you are not positive and positive energy doesn’t come from you, it’s very hard, if not impossible, for your team to be positive.

Treat every day as a new day and a fresh start. Go into work with positive thoughts and look forward to the challenges that will come up today. Remember, if there weren’t challenges and problems, they probably wouldn’t need you and your position in the company.

Positive energy is a contagious thing, , , create positive energy and watch others respond to it.

Best of success.

Everyone needs a mentor, or coach, who can help you improve by sharing their experiences.

Let’s face it; it is easier to learn something when we can learn from someone who has already gone through this experience and can share what to do and what not to do.

I’ve been very lucky in my career because I’ve had some great mentors who have been instrumental in developing my management skills.

Doesn’t it make sense to minimize the pain of learning everything on your own? You need to make every effort to find a mentor or several experienced managers who can help you transition into a strong manager.

One of my earliest mentors was Bryan Hathcock, the first IBM manager I worked for. Bryan was a good bit older than me and I thought a lot of him as a manager and mentor, , , still do.

He gave me two pieces of advice that I’ve always remembered and tried to reinforce within my life and professional career:
#1  –  “Observe others around you and when you see something that works well, incorporate that trait into your way of doing things.”

I’ve been doing this for over 30 years and continue to observe, learn, and incorporate positive examples into my behavior.

#2  –  “When you take on a new responsibility, be sure to focus on the requirements of the new job and stop trying to do your last job.”

This is extremely important for IT technical people who want to transition from technical experts and become successful IT managers. You can’t continue to be the technical expert and also be a successful manager.

Managing an organization of any size is a full time job and takes considerable concentration. Letting go of the past and focusing on the new job is a difficult transition for many young managers, , , it certainly was for me, , , but you have to make it happen to be a successful IT manager.

A mentor can help you through this difficult process.