The document discusses how a study found that IT workers report the most job stress of any profession. It attributes this largely to a lack of leadership from IT managers. Specifically, managers often fail to align IT with business goals, apply too much pressure without support, and engage in bullying behaviors. The document argues that developing strong leadership skills is the most important thing managers can do to reduce IT worker stress and improve performance. It maintains that technical prowess is less important than the ability to motivate, guide, and empower employees.
‘When Millennials Take Over’ by Jamie Notter:Maddie Grant - Book Summary by D...Marketing Buzzar
The Millennial generation , those born between 1982 and 2004 are entering the workforce along with social networking.
This combination has a profound impact on management, leadership and organizations.
This book does a great job of painting this picture.
Top 5 Reasons Why Getting in the Trenches MattersKhorus
Wars Are Won on the Battlefield, Not the Command Post
Top 5 Reasons Why Getting in the Trenches Matters
It’s not easy being CEO. With all of its privileges comes much responsibility. Your staff and every employee in your company depend on your leadership. As companies grow, however, the opportunity for personal engagement and involvement diminishes. There are plenty of valid reasons why, but for your troops, no excuse is entirely acceptable. Like every great general, the genius is finding the balance between ruling and serving. You set the tone and plan the strategy from the command post but your job isn’t complete until your troops are willing to fight for your cause. In order to win their faith, you must prove you are ready to fight alongside them on the battlefield.
‘When Millennials Take Over’ by Jamie Notter:Maddie Grant - Book Summary by D...Marketing Buzzar
The Millennial generation , those born between 1982 and 2004 are entering the workforce along with social networking.
This combination has a profound impact on management, leadership and organizations.
This book does a great job of painting this picture.
Top 5 Reasons Why Getting in the Trenches MattersKhorus
Wars Are Won on the Battlefield, Not the Command Post
Top 5 Reasons Why Getting in the Trenches Matters
It’s not easy being CEO. With all of its privileges comes much responsibility. Your staff and every employee in your company depend on your leadership. As companies grow, however, the opportunity for personal engagement and involvement diminishes. There are plenty of valid reasons why, but for your troops, no excuse is entirely acceptable. Like every great general, the genius is finding the balance between ruling and serving. You set the tone and plan the strategy from the command post but your job isn’t complete until your troops are willing to fight for your cause. In order to win their faith, you must prove you are ready to fight alongside them on the battlefield.
Eliminating Harassment and other Cultural Maladiessfmoss
Sexual harassment can create a climate where employees leave, the company gets sued and shareholder value evaporates. Consultant Minoo Saboori shines a light on steps a leader can take to get beyond #MeToo to a healthy, sustainable culture.
Leveraging Social Networks to Accelerate ChangeMaya Townsend
Presentation for the Midwest Talent Management Forum, 9/25/2009.
More: http://partneringresources.com/organizational-networks-and-organization-performance/
Discover Your Hidden Engagement Pyramid – Barbara Christensen, Percolator Con...NetSquared Vancouver
An engagement framework ensures you’re spending the right amount of time on the right people. Building it usually involves lots of strategy work to define your Theory of Change, audiences, and levels, plus finding the best technology track it all. Haven't yet embarked on this epic journey to being more effective organizers and fundraisers? You'd be amazed what you've already accomplished without ever having uttered the words "engagement pyramid". Let's uncover the maps you already have, clear away the mists of technical uncertainty, and help you lead the way to your hidden engagement pyramid.
BARBARA CHRISTENSEN, SENIOR PROJECT MANAGER at Percolator Consulting
Linkedin: https://www.linkedin.com/in/gardengnome/
Barbara has spent 20 years on the digital side of a nonprofit—CRM wrangling; digital organizing, fundraising, and communications; and IT and user support (and often all of those jobs at once). Her favorite campaign win was turning out hundreds of happy commenters to dull wildlife commission meetings for months. At Percolator, she empowers clients to sync their technology to their mission and is practically giddy about engagement. She believes profoundly in goals over gadgets, loves smashing bugs of the technical persuasion, and will talk to you about bats and/or chickens for far too long if you let her.
My presentation in a knowledge sharing session of Tieto Young Professionals in August 2013. I was asked to open the conversation by sharing my thoughts about leadership. Tough assignment. I decided to share something really personal. I revealed my biggest mistakes and failures as a leader. And of course lessons learned and what impact these mistakes have had on me.
McKinsey Global Survey results: Moving mind-sets on gender diversity: To ens...Lucia Predolin
Moving mind-sets on gender diversity: McKinsey Global Survey results
To ensure that corporate culture supports—not hinders—the ability of women to reach top management, companies must address mind-sets and develop a more inclusive, holistic diversity agenda.
Driving Workplace Performance Through High-Quality Conversations. What leader...Meghan Daily
Conversations are the lifeblood of leadership. When leaders are adept at conversations they do much more than communicate effectively—they drive stronger business results.
This report:
Defines the Interaction EssentialsSM and show how leaders build relationship capital through their use.
Draws on real assessment analytics across thousands of leaders to deliver a report card on how leaders are doing when it comes building relationship capital.
Provides recommendations on what leaders can do to build the value of their relationship capital.
Roselinde Torres describes 25 years observing truly great leaders at work, and shares the three simple but crucial questions would-be company chiefs need to ask to thrive in the future.
Trends in Corporate Communications and four new competencies for success: strategist, scientist, activist, artist. Based on lecture by Lois Kelly to Emerson College Integrated Marketing Communications graduate class.
Employees Rising: Seizing the Opportunity in Employee ActivismWeber Shandwick
At an event in New York City to launch Employees Rising: Seizing the Opportunity in Employee Activism, Weber Shandwick Chief Reputation Strategist Dr. Leslie Gaines-Ross presented results from the research. An expert panel, moderated by The Wall Street Journal’s Management and Careers Editor Nikki Waller, then continued the discussion, with experts from LinkedIn, Zappos, Dell, Dynamic Signal and Kate Bullinger, co-lead of Employee Engagement and Change Management at Weber Shandwick, sharing insights and stories about employee activism and engagement. View Dr. Gaines-Ross’ presentation for her key findings from the research.
Networking as a Managerial Tool for Excellence By Dr. Gil BozerGil Bozer P.hD.
A presentation I delivered at sapir academic college on the power of internal and external networking and the need to develop & practice these skills for personal & professional success. Please feel free to share, comment & contact me.
Eliminating Harassment and other Cultural Maladiessfmoss
Sexual harassment can create a climate where employees leave, the company gets sued and shareholder value evaporates. Consultant Minoo Saboori shines a light on steps a leader can take to get beyond #MeToo to a healthy, sustainable culture.
Leveraging Social Networks to Accelerate ChangeMaya Townsend
Presentation for the Midwest Talent Management Forum, 9/25/2009.
More: http://partneringresources.com/organizational-networks-and-organization-performance/
Discover Your Hidden Engagement Pyramid – Barbara Christensen, Percolator Con...NetSquared Vancouver
An engagement framework ensures you’re spending the right amount of time on the right people. Building it usually involves lots of strategy work to define your Theory of Change, audiences, and levels, plus finding the best technology track it all. Haven't yet embarked on this epic journey to being more effective organizers and fundraisers? You'd be amazed what you've already accomplished without ever having uttered the words "engagement pyramid". Let's uncover the maps you already have, clear away the mists of technical uncertainty, and help you lead the way to your hidden engagement pyramid.
BARBARA CHRISTENSEN, SENIOR PROJECT MANAGER at Percolator Consulting
Linkedin: https://www.linkedin.com/in/gardengnome/
Barbara has spent 20 years on the digital side of a nonprofit—CRM wrangling; digital organizing, fundraising, and communications; and IT and user support (and often all of those jobs at once). Her favorite campaign win was turning out hundreds of happy commenters to dull wildlife commission meetings for months. At Percolator, she empowers clients to sync their technology to their mission and is practically giddy about engagement. She believes profoundly in goals over gadgets, loves smashing bugs of the technical persuasion, and will talk to you about bats and/or chickens for far too long if you let her.
My presentation in a knowledge sharing session of Tieto Young Professionals in August 2013. I was asked to open the conversation by sharing my thoughts about leadership. Tough assignment. I decided to share something really personal. I revealed my biggest mistakes and failures as a leader. And of course lessons learned and what impact these mistakes have had on me.
McKinsey Global Survey results: Moving mind-sets on gender diversity: To ens...Lucia Predolin
Moving mind-sets on gender diversity: McKinsey Global Survey results
To ensure that corporate culture supports—not hinders—the ability of women to reach top management, companies must address mind-sets and develop a more inclusive, holistic diversity agenda.
Driving Workplace Performance Through High-Quality Conversations. What leader...Meghan Daily
Conversations are the lifeblood of leadership. When leaders are adept at conversations they do much more than communicate effectively—they drive stronger business results.
This report:
Defines the Interaction EssentialsSM and show how leaders build relationship capital through their use.
Draws on real assessment analytics across thousands of leaders to deliver a report card on how leaders are doing when it comes building relationship capital.
Provides recommendations on what leaders can do to build the value of their relationship capital.
Roselinde Torres describes 25 years observing truly great leaders at work, and shares the three simple but crucial questions would-be company chiefs need to ask to thrive in the future.
Trends in Corporate Communications and four new competencies for success: strategist, scientist, activist, artist. Based on lecture by Lois Kelly to Emerson College Integrated Marketing Communications graduate class.
Employees Rising: Seizing the Opportunity in Employee ActivismWeber Shandwick
At an event in New York City to launch Employees Rising: Seizing the Opportunity in Employee Activism, Weber Shandwick Chief Reputation Strategist Dr. Leslie Gaines-Ross presented results from the research. An expert panel, moderated by The Wall Street Journal’s Management and Careers Editor Nikki Waller, then continued the discussion, with experts from LinkedIn, Zappos, Dell, Dynamic Signal and Kate Bullinger, co-lead of Employee Engagement and Change Management at Weber Shandwick, sharing insights and stories about employee activism and engagement. View Dr. Gaines-Ross’ presentation for her key findings from the research.
Networking as a Managerial Tool for Excellence By Dr. Gil BozerGil Bozer P.hD.
A presentation I delivered at sapir academic college on the power of internal and external networking and the need to develop & practice these skills for personal & professional success. Please feel free to share, comment & contact me.
MIT Sloan - What Makes a Board Digitally SavvyNichole Jordan
On a digitally savvy board, members have an enterprise-level
understanding of current technology such as digital platforms, AI, big data, and mobile and digital processes
that enable new business models, an improved customer experience, and more efficient operations. Being a
digitally savvy director is often a consequence of one of two activities: time spent, either as a board member
or a senior executive, in a high-clock-speed industry where business models change quickly, such as
software or telecom, or having an executive role with a strong technology component, such as CIO, CTO,
COO, chief data officer, or, more recently, chief marketing officer. Given their perspective, such board
members have a sense of when to commit, when to experiment, and when to partner. They can also spot
early indicators of both successes and challenges for new initiatives operating at enterprise scale.
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case.
Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include:
• Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design).
• Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities.
• Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature.
This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made.
Are you on the hunt for a new job, or maybe looking to advance your career? On this 9th Day of Sysmas, we're bringing you IT resume tips, interview prep advice, and more - it's all in our new eBook, "Hiring Managers Tell All"! Find out what the experts have to say on what it takes to stand out from the IT crowd... this'll be the Sysmas gift that keeps on giving for years to come!
Leadership in the Era of Innovation - A Case Based PresentationStefan Lindegaard
I recently did a session in Helsinki, Finland on leadership in the era of innovation. My approach was interactive as I developed three short cases for the audience. We deep-dived into one of the, The Frustrated Innovation Team and very briefly discussed the other two.
Here you can see the presentation slides (very simple as I focused on interaction and discussion).
What i learned from interviewing 50+ engineering managersVidal Graupera
Whether you’re taking your first steps in Engineering Management or looking to up your game with valuable knowledge, in this talk you will learn a rich collection of tips and tricks from real-life engineering leaders. Not everyone has good mentors. In the past 9 months, I have interviewed over 50 engineering managers and leaders for https://www.managersclub.com. I've asked them a lot of the same questions so we can cover different answers and learn various approaches. https://www.siliconvalley-codecamp.com/session/2018/what-i-learned-from-interviewing-50-engineering-managers
For my Instructional Design class we had to remake a training manual for a company called, Blue Globe. We had to redesign the look of the manual to make it look like a workbook.
Below is the information on Discussion question 2Reference McKee.docxtangyechloe
Below is the information on Discussion question 2
Reference McKeen, J. D., & Smith, H. A. (2015). IT strategy: Issues and practices (3rd ed.). Pearson
In many ways the qualities that make a good IT leader resemble those that make any other good leader. These can be divided into two general categories: 1. Personal mastery. These qualities embody the collection of behaviors that determine how an individual approaches different work and personal situations. They include a variety of “soft” skills, such as self-knowledge, awareness of individual approaches to work, and other personality traits. Most IT organizations include some form of personal mastery assessment and development as part of their management training programs. Understanding how one relates to others, how they respond to you, and how to adapt personal behaviors appropriately to different situations is a fundamental part of good leadership. One company’s internal leadership document states, “Leaders must exercise self-awareness, monitor their impact on others, be receptive to feedback, and adjust to that feedback.” “The higher up you get in IT, the greater the need for soft skills,” claimed one member. Another noted the positive impact of this type of skills development: “It’s quite evident who has been on our management development program by their behaviors.” An increasingly important component of this quality for IT staff is personal integrity— that is, the willingness to do what you say you are going to do—both within IT and with external parties such as users and vendors. 2. Leadership skill mastery. These qualities include the general leadership skills expected of all leaders in organizations today, such as motivation, team building, collaboration, communication, risk assessment, problem solving, coaching, and mentoring. These are skills that can be both taught and modeled by current leaders and are a necessary, but not sufficient, component of good IT leadership (Bouley 2006). However, good IT leaders are required to have a further set of skills that could be collectively called “strategic vision” if they are going to provide the direction and deliver the impact that organizations are expecting from IT. Because this is a “soft skill,” there is no firm definition of this quality, but several components that help to develop this quality at all levels in IT can be identified, including the following:
• Business understanding. It should go without saying that for an IT leader to have strategic vision, he or she should have a solid understanding of the organization’s current operations and future direction. This is well accepted in IT today, although few IT organizations have formal programs to develop this understanding. Most IT staff are expected to pick it up as they go along, mostly at the functional business process level. This may be adequate at junior levels, but being able to apply strategic vision to a task also involves a much broader understanding of the larger competi.
Enterprise 2.0: What it is, and how you'll fail!Brian Huff
This gives a summary of what Enterprise 2.0 / Web 2.0 means for large companies, and give some broad reasons why your first initiative will probably fail. It covers how you might fail because of the wrong technology, or the wrong culture.
However, because of the very nature of Enterprise 2.0, your only hope for success is to lose your fear of failure. Instead, expect failure: try, fail, learn, try again.
Ultimately, in a Web 2.0 world, finding genuine value is more about experimentation than it is about following a cookbook recipe.
IT Service Management (ITSM) Model for Business & IT AlignementRick Lemieux
Today’s multi-faceted business world demands that Information Technology provide its services in the context of a fully integrated corporate strategic model. This transformation becomes possible when IT evolves from its technological heritage into a Business Technical Organization, or an “internal service provider.” This paper describes how the itSM Solutions reference model integrates five widely used service management domains to create a powerful model to guide IT in its journey into the business leadership circle.
1. The Next Killer App for IT: Leadership
The workable, practical guide to Do IT Yourself
Page 1 of 2
Vol. 4.26 • June 27, 2008
The Next Killer App for IT: Leadership
By Hank Marquis
A
study of 3,000 people in various jobs came to the conclusion that IT workers have the
most stressful job in the world. IT even beats out the medical field for reported job stress. I
think I know why...and what to do about it.
A recent study claims that 97 percent of IT workers say their job is stressful on a daily basis. Four out of five say they feel
stressed before they even get to work. Some 25% report that they have taken time off from work to deal with the stress.
The poll reveals that 37 percent blame deadlines, 31 percent blame doing the work of others. Not surprisingly 28 percent
say they lack job satisfaction and would like to work elsewhere.
The single largest "cause" respondents "blame" for their stress is their direct manager and a "lack of support, increasing
pressure, interruptions and bullying behavior."
Having experienced quite a bit of this stress myself over that last 27 years working in a variety of IT positions, I think I
know why we are so stressed.
The reasons for IT stress are interesting, and I believe mostly come directly from a lack of business/IT alignment, and
poor or non-existent leadership from managers.
Stress? What Stress?
The report says the reasons for IT stress (as reported by stressed IT workers) are: Workload, Feeling undervalued,
Deadlines, Type of work people have to do, Having to take on other people’s work, Lack of job satisfaction, Lack of control
over the working day, Having to work long hours, Frustration with the working environment, Targets.
Either we in IT are a whiny lot, or we lack leadership. I talk every week with clients about leadership, or the lack thereof.
A leader is not a dictator, and we have all worked for the dictator-manager. They create mandates without measurements,
and thus we in IT don't have the resources we need. The flip side is that we are inefficient and do not follow process, so we
mostly work harder not smarter in IT.
All IT organizations are resource constrained. I have yet to meet an organization with a dozen sysops or programmers in
the back room playing pinnacle. We are all busy, but are we led? Do we have leaders? Which leads to the question "what is
leadership?"
Wikipedia.com says leadership is "the ability of an individual to influence, motivate, and enable others to contribute
toward the effectiveness and success of the organizations of which they are members", and continues "Organizationally,
leadership directly impacts the effectiveness of costs, revenue generation, service, satisfaction, earnings, market value,
share price, social capital, motivation, engagement, and sustainability."
I guess then, that the reasons for IT stress are a direct result of a lack of leadership from IT management, and the answer
is sadly, no we don't have enough leaders in IT. I believe this is the reason for the distress and unhappiness of IT workers.
Leading
http://www.itsmsolutions.com/newsletters/DITYvol4iss26.htm
6/27/2008