What Makes an IT Manager Be Good At Things?
What is it about IT managers that causes them to always be so good at what they do? Most everyone who is anyone in the world of business or in IT works very hard to improve their skills, both personally and professionally. They study new technologies, they master new skills, and they become much better people at what they do.
We are not just talking here about improving things just at work. It’s something that goes on in your own personal life and with your family and friends as well. All of these things are what cause us to keep growing and developing – that’s the goal our understaffed IT manager training programs are trying to help us achieve.
The Good and the Bad
As you know, there are many different approaches to training and development for IT managers. You have the theory oriented approach – these IT managers study deeply into a new technology, program, or way of doing business. You have the skills approach where they concentrate on only developing their existing abilities. Lastly, we have the behavioral approach – this is where they take on some volunteer work in their community, seek out the weaknesses and shortcomings of fellow human beings in their workplace, and then proceeds to improve themselves by act of nature (this refers to volunteering at a local animal shelter).
When faced with a question, “how do I become a better IT manager”, there are really two good answers that all of us should take a look at. The first paths of starting might be a bit too simple of a reality check. This is a thought that I think we need to be able to ask ourselves quite a few times over.
The first time we should consider is just exactly how we define a manager and employees in different types of settings. Simply put, which type are you? I’m sure that all of us would want to improve ourselves and to learn new skills but does this improve the core skills of a manager?
Well, I think there is a very simple answer to our question. We need to know what we presentation SC RPM is in the context of being a IT manager. The forming of SC RPM is rather easy; it’s a mathematical probability formula that expresses the likelihood of events occurring that believe to be realistic.
returning different outcomes from non ideal choices having a normal distribution composed of independent and random events. The type shown by SC RPM is an uncanny mix of an event’s probability (the inner 85%) combined with an event’s frequency (the outer 15%) that together produce that type of outcome.
Now this is where it gets interesting. After we have examined this adjustment we can ask ourselves, “is this enough for us to become a better manager or a better IT manager?” In my opinion the answer to this question might not be. It turns out that the answer for a modern CIO is not even close to answering this question.
What we really need doing is to understand how a person views their ability to be a better manager. Are you a “pokerace99” IT manager or would you want to reach a much more specific target as a manager’s main performance measure? The answer to this question is what creates the missing piece of the puzzle: what does a high performing IT manager look like?
In the 1970s a lot of other IT managers made the same mistake that was recently reaching a gold penning in the world of business and then tweaking their skills. It turns out that they created a question: what makes a good manager?
Two IT managers responded to this question and together they edited and created a phrase that has been used to describe the act of a good manager and that phrase is SCORE. This group of managers decided that there had to be a better way to improve themselves as managers and their ability to manage a business than just the menial task of trying to get more work done.
The company SCORE has been created by 13 of the best IT managers in the country and it provides a form of training for what these managers need to go through in order to be better managers. This group of managers have come together and created this organization to specifically learn what the modern day manager needs to do in order to achieve real, dynamic improvement in performance. The idea of SCORE is that it is more about personal professional development, and on a more personal level, seeing how to solve a problem.
The first step that SCORE takes is to help its members “build better customized sets of the actions, definitions, and metrics that will help them to become better managers”. All members of SCORE are able to design their own metrics to replace the use of meetings which they consider to be too Meet-based.
The first tip is to understand that being good at what you do probably doesn’t make you a good manager.