He cites as an example his work with one manager who was great at the nuts and bolts but needed to work on becoming a better leader by honing communication and change management skills. The manager wasn’t able to exceed expectations until he built up his leadership capabilities.
9. They’re aiming for speed (above all else)
IT must work to keep up with the rapid pace of technology advancement and innovation, yet IT managers can miss the mark if they overly index for speed.
“Sometimes [managers] are in such a hurry to get things done that they don’t take the time they need to get clarity, to get all the stakeholders on the bus to accomplish things all together and instead leave people on the side of the road,” Bonfante says. “They move fast but end up in the wrong spot.”
Consequently, the managers get praise for velocity but rebukes for failing to hit objectives, he adds.
Managers (and their own supervisors and CIOs) can still prioritize speed, of course, Bonfante says. But everyone needs to invest the time required to set the compass on the right course before speeding off.
“That’s an issue with the organization’s culture, not just a manager’s decision,” he adds.
10. They’re not yet true leaders
IT has shed its reputation as a back-office function and is now integral to business success, but many IT managers still lack the fundamental business skills needed to succeed, says Craig Stephenson, global head of the tech, ops, data/AI, and infosec officers practice at management consulting firm Korn Ferry.
They’re not effective listeners. They don’t communicate ideas as articulately as they should. They can’t influence others or effectively manage stakeholders. And they can’t create mission and purpose for their teams.
“It could be that they’re not getting the support internally they need or haven’t developed or trained in terms of people leadership,” Stephenson says.
Such deficits can ding their performance reviews. But, like other shortfalls in management capabilities, these can be overcome with training and development such as rotational tours of duty through business units, Stephenson says.
