Hope you are well.

I have been an IT Manager for the past 25 years and the eight traits listed by Hank are spot on.

I also agree with you – they are great principles for all of us to follow regardless of what type of team we manage.

The difficulties for IT personnel are they tend to be promoted based upon their technical expertise and are then expected to manage and lead staff. Moving from technical role to manager can be very daunting.

Worst of all they get little support as do most new managers.

And that is why IT managers get a bad reputation.

If you find yourself in that position, ask for support or go to your local library and hire some management books – that would be a great start.

Andrew

Being in IT, our “leader” is a snake! I, nor others, do not trust our CIO or almost all the management. I have been lied and manipulated way too many times to even care to discuss.

What is funny is that I know several fellow employees that feel the same way as I do and all are looking to leave. Several of them, knowing my potential as a leader, have approched me saying that they are willing to work FOR me if I leave.

I would distinguish between stress (physical reaction) and anxiety (fear, cognitive interpretation.)

I think the best leaders demonstrate strong conviction while keeping strong connection. Connection builds trust/rapport which help reduce anxiety.

I also think clarity of vision helps reduce anxiety. The best example one of my instructors gave me was this:
You’re driving down highway one, the music’s blasting, everybody’s singing. You round a corner and you hit a fog bank. You slow the car down to a crawl, you can barely see in front of you, you turn the music down. Everybody is tense. You round the next corner and the fog lifts. You crank the radio back up again, you speed back up and everybody starts singing again.

When everybody can see where they are going and what’s up ahead, they can race along. When they aren’t sure, things get tense.

I agree with what’s written here, and I’ve come to add my drum to the orchestra.

Leaders are embedded within systems. We can write all the “Good Leaders Always…” lists we want, but ignore the system to your peril.

In the paraphrased words of Geary Rummler, pit the most motivated leader against a poor system, and my money is on the system every time.

My question is, what are we doing SYSTEMICALLY to enable our leaders? I blogged about this today at: http://www.missionmindedmanagement.com/operationalizing-engagement-via-managerial-leadership

As always, I’m OK. You’re OK. Let’s fix the system.

Regards,

Michelle