After thirty years in the high tech, rubbing elbows all day long with IT people, both internal and external, I’ve come to believe that generally speaking, great IT people are a different breed of cat. In Myers/Briggs speak, IT people are more often, well . . . .”I-T” (introverted/thinking) while on the sales side we were more “E-N” (extroverted/intuitive) and there were times we needed a translator!
As a heavy consumer of IT services, applications and technology of all sorts throughout my career, I was always immensely grateful to have these “IT’s” on my side as they were typically smart, committed, often creative and terrific problem solvers —very focused on the technical facts and details. My line of business gained much when they were good listeners, communicators and “people-people”. Unfortunately, this was less frequent than I would have liked. Also, I often noticed that in making the transition from individual contributor to manager, these very technical folks had more difficulty than almost any other professional group.
I shouldn’t have been surprised as we faced a similar hurtle in the sales organization. Even though there was often pressure to promote the best sales people into leadership positions, by their very nature, the switch in emphasis from “I do” to “they do” was challenging. It is a move into a whole new dimension, a whole new process . . . basically a whole new profession. It only went smoothly when consistent support, coaching and mentoring was provided, either personally or by providing training in this new profession.
I would argue that IT is no different. The seeming logic of promoting the best IT individual contributors into leadership positions and the challenges inherent in making that transition become clear when we recognize the hurtle that must be crossed. Individual contributors in IT lead and become the “go to” people by exhibiting technical excellence. They are managing systems, networks, applications; identifying code problems, hardware and software communication. This requires attention to detail, a focus and specialization in a chosen number of science-based topics. This is why in IT there tends to be a training focus on technologies and inadequate attention is often paid to management training, bench development and succession planning.
When an IT individual contributor is promoted, we are asking that a transition be made to the art of management and leadership . . .a new IT profession and to a new and very different career direction. Not only is management a separate profession from sales rep, financial analyst, or, yes, IT technologist, it also involves focus on a new and rather complicated target—people. Where do we get the idea that this is a seamless, simple change?
So, let’s get practical. . . if you are an IT executive, consider
If you are not in IT, why should you care about this issue? Here’s why–because with the continually growing business dependence on IT, your own department can win or lose very big when faced with poor IT management. This is because a failure in the area of IT management brings along with it poor communication, poor collaboration, lack of responsiveness, weak productivity and minimal understanding of the business issues you face in achieving your business strategies and building marketplace competitive advantage. Lack of commitment and unplanned attrition in IT can kill YOUR initiatives!
If you think “the cloud” will change this, think again. With this cost savings and productivity transition happening everywhere at this time, even better people management and communication skills will be required by the IT staff of your company—managing arms-length relationships. If you are a consumer of IT services in the organization (who pray tell isn’t!) remember this: excellence in IT collaboration with the consumers of IT equals better service. . .for you!
If you are not in IT what can/should you do?
For the first time in modern history, workplace demographics now span four generations.
Nowhere is this more apparent than in technical departments where IT managers face the issues of dealing with the generational differences and cultural norms as they navigate the quickly changing IT landscape.
It’s not enough that we have new and game-changing go-to-market strategies that heavily depend upon a flexible, fast-reacting IT team. Staff must quickly acquire new skills to deal with breakthrough technologies . . .AND also keep mission critical and legacy systems operating flawlessly!
While generational conflict is often “hidden”, forty-two percent of employees say they have experienced intergenerational conflict at work. Causes span different work ethics, communication styles, skill sets and attitudes around technology, differing leadership approaches, cultural perspectives and views of authority.
How can IT executives maximize the strengths and contributions of all—WWII Traditionalists, with Boomers, right along with Gen Xers and Gen Yers? How can IT leaders prevent unfortunate misunderstandings as these smart and necessarily technically focused individuals try to communicate with one another? Is it worth the effort?
The numbers are interesting. In 2011 it is estimated there will still be 7 million WWII Traditionalists in the workforce, along with 60 million Boomers and the quickly accelerating numbers of Gen X and Gen Y employees. . .51 million and 40 million respectively.
Also, we must remember that generational tendencies are only a part of the picture and don’t accurately predict life and career stages. The Sloan Center on Aging and Work at Boston College suggests incorporating a new way of thinking by looking at chronologic age, generational group, career stage and life stage.
This is a compelling mix that can either be powerfully rewarding or dangerous and very difficult to manage. When faced with the various preferences and differences in technical staff, combined with the fact that IT is more mission critical and in the corporate spotlight than ever, what’s actions should an IT manager take?
The effort is decidedly worth making. “Business that focus on intergenerational dynamics see an impact on the bottom line through corporate culture, IT recruitment, employee engagement and performance, IT attrition, better customer service, and reduced liability due to age discrimination ” according to Leading a Multigenerational Workforce, from AARP.
Further, the transfer of key technical information from retiring staff to newer IT professionals is increasingly important in order for a company to maintain institutional knowledge.
So let’s get practical.
First, know that regardless of the variety of styles and preferences within the generations of IT workers, all wish to be respected, recognized for good work, connected with colleagues and their boss, included and consulted when possible, coached and invested in via IT certifications and potentially IT management training. So while the IT management techniques and approaches to these elements may be delivered slightly differently for each generation of worker, you can depend on these factors to improve the IT culture.
What can an IT manager do? Here’s the “diversity dozen” that you should consider and that can help you with strategic IT management:
Look at old views with a clear eye. Challenge yourself and your technical staff to consider new approaches
My sincere thanks to Phyllis C. Cohn, MSW, National Project Manager for Workforce Issues, AARP for her willingness to generously share materials.
Terry Coleman is Vice President of Manager Mechanics and a founding-team member. As a senior sales executive and entrepreneur she has a deep commitment to staff development and has a history of developing highly productive teams and a strong bench. A sought-after public speaker, Terry holds an MS in Information Resource Management from Syracuse University.
Hello and welcome to our new blog. We look forward to your readership.
Eric Bloom's business, Manager Mechanics, began in 2006 with the intent to provide advice to first-time managers and grew to offer training and, specifically, help for businesses' Information Technology departments and managers. Classes are designed and written by a CIO-level executive with more than 25 years of IT management experience. Contact Eric at info@ManagerMechanics.com.
