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Solving It Management Problems

Solving It Management Problems



Solve technology management problems by sharpening your leadership skills!

Solve technology management problems by sharpening your leadership skills!



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  • Applications peopleInfrastructure peopleAre your customers other technology groups or internal business groups or external groups?What questions would you like answered today?
  • Do More with LessFewerPeople – especially non-critical resources force your skilled players to take unskilled rolesTime – Business is slow so internal customers have more time to tug on youMoreOld TechnologyComplexityIntegrate to newer technology as advances occur elsewhereInternal customers need more because their clients demand more.External customers are demanding more.Vendors “want to help” but that costs money.
  • Can you really manage relationships? You influence relationships. Influencing relationships is leadership.
  • Examples includeParentsCoachesMentorsPurpose of LeadershipYou’re not an islandYou have a teamWhat’s a team?
  • Relationships on PurposePurpose of a football teamPurpose of the crew of the EnterpriseFive characteristics of a team
  • Clarity is keyFour Obsessions of an Extraordinary ExecutiveBest purposes are stated as an offensive purposeNo team’s primary objective is to keep the other team from scoring.Highest and BestFind the Apex of your team’s reason for being. “second rate products to sell to idiots so our executives can have trophy wives.”Ask for a bit of brainstorming here.Is this spin?Mutual appreciationThe “higher the purpose, the greater the pull”Note: Most group or team dysfunction issues have this as their core cause. If you can’t get your team to play like a team, it may be because of problems on this slide. Also, many issues that appear to be individual relate back to one person not sharing the purpose.AEP Bringing comfort to our customers, supporting business and commerce, and building strong communitiesRelay Health – Secure connectivity solutions for healthcare
  • Everyone can’t have the same strengths.Do you know the strengths and weaknesses of each member?Strengths Finder 2.0Plan for differencesFootball team exampleAppreciate the differencesMarriage exampleManage weaknessesBody example
  • Does everyone know their roles?What does a DBA do?Agree on accountability?Have you asked your teammates for what you want?Victim or Initiator?How do you set goals?Do you use milestones?Are people accountable for milestones?
  • Dad – Technique vs. resultsHigher goals require subordination of individual needs to team needsProper delegationResponsibility, Milestones, Plans, and ServiceSuccession Plan
  • ZigZiglar said “You can get anything you want if you help enough people get what they want.” Putting others first builds trust.Variety – You can’t always get what you want.Based on objective measurements – Three Signs of a Miserable JobPerformance – Atlanta example (goals and results, not intentions)Career paths – Technology vs. PeopleAllow people to secretly intern in their desired role.Praise – Give what you can. Practice genuine appreciation.

Solving It Management Problems Solving It Management Problems Presentation Transcript

  • Solving IT Management Problems May 13, 2009
  • Current State www.laslo.net © Orin Optiglot - Flickr © 2009 Lead Change Group 2
  • The Good The Bad • 46% are satisfied in their • Nearly three-quarters said job vs. 26% in 2006 their organization has been affected by the recession • 52% cited increased work- related stress as a result • 38% agree there has been a rise in office politics © Roman Milert - Fotolia.com Source: Chartered Institute of Personnel and Development © 2009 Lead Change Group 3
  • What’s the Answer? How can you manage the relationships necessary to implement the change you need? Manage: The act, manner, or practice of managing; handling, supervision, or control. Relationships: A state of connectedness between people. © 2009 Lead Change Group 4
  • Leadership © 2009 Lead Change Group 5
  • Leadership • “Leadership is influence plain and simple” John Maxwell • quot;The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. That sums up the progress of an artful leader.quot; - Max DePree © 2009 Lead Change Group 6
  • Teams © 2009 Lead Change Group 7
  • Relationships On Purpose © 2009 Lead Change Group © Topshot - Fotalia 8
  • Exist for a Reason • Clear Purpose • Offensive • Highest and Best • Mutual Appreciation © Kenny Miller on Flickr © 2009 Lead Change Group 9
  • Diverse Strengths • Do you know? • Value differences • Allow for • Manage differences weaknesses © 2009 Lead Change Group 10
  • Shared Mental Model • Who’s doing what? • Accountability • Responsibility • Goal-focused © jim.greenhill on Flickr © 2009 Lead Change Group 11
  • Flex with Circumstances • Goal first • Team second • Delegate • Succession Plan © Mark Sebastian on Flickr © 2009 Lead Change Group 12
  • Share Rewards • Others first • Variety • Objective • Reward for performance • Career opportunities • Praise © Steve & Jemma Copley Flickr © 2009 Lead Change Group 13
  • What is a good team? • Exist for a Reason • Have diversity of roles and strengths • Have a shared understanding of roles and responsibilities - mental model • Flex with circumstances - Agility • Share the benefits of the achievements to the members © 2009 Lead Change Group 14
  • Resources • Seminar June 2, 2009 • Strengthsfinder 2.0 by Tom Rath • Leadership Challenge by Kouzes & Pozner • A Sense of Urgency by John Kotter • Tribes by Seth Godin • Anything by Patrick Lencioni • www.mindtools.com • www.leadchangegroup.com © 2009 Lead Change Group 15
  • Questions Now What? Register for the Full Day Class 6/2/2009 For further discussion: Mike Henry (918) 376-3100 mike@leadchangegroup.com www.leadchangegroup.com © 2009 Lead Change Group 16