Promote Your Blog IT Management Blog: September 2011

Friday, September 30, 2011

Don't Be that guy!!!

So your settling into your new position well.   You have identified for key stakeholder up down and across.
Now what...............

Time to identify whats important to your key stakeholders, what do they want to see changed, improved etc..
Take close note here and develop a plan now to begin working your stadegy to accomplish your outline for presentation.

Next its time to identify staff, learn from your staff, what makes them tick, what do they like about their work, whats their dislikes?   Work to ensure the moral is high and your staff is mentally healthy and ready for a new leader.

Heres where many fail,  you begin your own agenda and soon become overwhelmed with emails , meetings, voicemails and begin to isolate yourself from the department.    You STAFF WILL pick up on this behavior and write you off real quick as just another IT manager who is scatter brained and not people savvy.  You will become that guy who got hired and promised to change the world, when in fact to delivered mis-directed objectives to the staff because that's the "WAY" you did it at your last job.................

If you don't begin to think out of the box and learn people first , computers second your destined to fail within weeks and I'll be blogging about you.

Again, you need to learn from your staff and get acquainted with the systems and the user community.

I'll be showing you all how to work through each objective as we move along in this blog series.

Wednesday, September 28, 2011

Ramping Up Your New IT Mgr Position

Hello everyone,

I will be committing to daily blog posts movign forward that I would like you all to interact with.

This blog is around your new IT manager job and how to become successful fast within 100 days.

You have completed the HR paperwork now what???????

Your very first items to tackle shall be the following in order:

1.  Who are your stakeholders?
List these folks up , down and across the organization
Knowing these folks is key to your success early on

Why you ask,  without knowing who is there to help you and who may already have judged you , your goal is to get friendly with these folks real fast.   Learn what makes them tick.  

2. Youe new message to the team
What are you going to say?
How will you say it?
When will you say it?

Tip: Telling one or two or so of your newly identified stakeholders yuor message before you announce it will not only help you receive feedback but make your stakeholders feel important they knew before everyone else.

Now back to the message,   dont and I mean DONT come it with the message that this and that are changing and this is the way we will do things.  Stay away from the old "At my last position we did it this way"   These folks you are addressing have been here for a long time and your message only annoys them.

YOU NEED TO LEARN FROM THESE PEOPLE, how to organization ticks.   These folks will make or break you from day 1.

Lets look at an example:  

To frame the story I was a consultant on a data center consolidation not too long ago.  The new manager flew in to annouce his message to the team.   He was responsible for 3 data center teams.
I happened to be in the NOC area where the meeting was to be held.

Now enter the new manager,  he intro's himself.   After his intro his next words are " You folks should be ashamed of yourselves the way you run a datacenter,  this is not industry best practices"

BOOM...........  All respect he had from the staff was gone in an instant and folks began thier silent stradegy on how to ensure he failed........

So to summerize,  your message to the team, peers, management should be very well thought out and part of your job is to learn from "YOU" how this organization runs and where we can make improvements while driving new initiatives pushed down from upper management.

You blow this step you are over me

And having no message is just as bad...............

Tune in tomorrow for the rest of the story

Wednesday, September 14, 2011

Working your plan as a new IT manager

So you have accepted a new position and are ready to start.    But before you do, you will need to work on the following points to ensure you are in 100% alignment with the companies’ objectives.
You will need to write out these objectives and follow your plan daily!!

Let’s look at a few of these prior to your formal announcement of taking the reins:

·Identify your stake holders
o    Internal   (VP's, SVP's, Managers, etc...)
o    External  (Large customers, profitable customers)
·Your new Message
o    What is your new message for change?   (Remember, you must go easy here until you have learned from the existing workforce what needs changing)  However from your interviews you should have understood why you were hired and what the business is looking to solve.
·Your Vision
o    Are you looking to implement ITIL for consistency
o    Are you looking to standardize all equipment
o    Are you looking to virtualize servers to save $$
·What is your call to action
o    What’s your plan to inspire and lead your new team
·Announcements of your arrival
o    This is one that needs to be carefully planned out.   Meaning, you should perform one on ones with key employees, should you do small groups or large groups.   Remember, your key employees will feel empowered if they are the first to know who you are and your plans before the formal announcement goes live to the entire business.
o    You should work with your manager to time this announcement as well as write it.   Often time’s managers write these new employee introductions and miss the mark right off the bat either in their tone or choice of words.  This can doom you from the get go.   Be very careful here.

One item I have heard over and over with new managers coming on from already established employees is the following.   "Well Jim came on and never sat with anyone in our group, all he talks about is what and how he did it at his old company" (Don’t fall into that pitfall of using your past over and over)

Don’t ever assume you know what their day to day is until you sit with them and really understand the inner workings.

You get one shot out of the gate to listen to these folks and act on what they say and NEVER listen then take NO ACTION.  Nothing is more demoralizing then having the new manager appear to give lip service to an established employee who often times knows allot more than the manager.