|
Question: There are a few members of my IT department who have been with the company for several years. I feel it is time for them to take on more responsibility, but I want to make sure they are ready to assume leadership roles. How can I determine if the time is right for them to move up, and to transition from tacticians to strategists?
Katherine Spencer Lee responds:
While attending to the constant pressure of projects and deadlines, it is easy to lose sight of one of your most important functions as an IT manager: staff development and succession planning. Yet the long-term success of your department and company depends on a steady supply of skilled individuals who know your operation inside out and are prepared to assume leadership positions.
Your efforts also will cause high-performing employees to realize that they have a future with your company, and that you are committed to promoting from within. This is especially important in the current employment market, where highly skilled IT staff remain in short supply. Being singled out for leadership roles increases the likelihood your best workers will remain with your company for the long term.
Identifying the right individuals
To develop strong leaders from among your team, recognize that those with the most potential may not all be of the same mold. Just as in sports, where players excel in either offense or defense, or as starters or relievers, your best achievers will not all succeed at the same tasks or have equal strengths. For example, one individual may shine in seeing the big picture, while another may be adept at getting all the details right. The point is to be aware that your organization requires many types of talent and a variety of skills and insights to succeed.
advertisement
Also keep in mind that an essential part of successfully managing others is a set of well-developed soft skills. Organization, communication, diplomacy and the ability to motivate others are vital attributes. Just because someone is a technical guru doesn't necessarily mean he or she can work well with others and motivate a team.
Getting the process started
Your first order of business should be to sit down with each employee you would like to groom to let the person know you feel he or she has potential. Make sure the individual wants to move up the ladder. Despite the honor of being selected for advancement, some people prefer "being in the trenches" to being in the corner office.
Work to begin establishing a career path for this person moving upward. The two of you should discuss skills building, goals and timelines for achieving them. For example, you may feel the person should strengthen his or her conflict-resolution skills and suggest an internal training course on the subject, asking that the individual complete the class within three months.
Also consider mentoring opportunities. Even if your firm does not have a formal mentoring program, help foster relationships between your top performers and more senior managers. The mentor could be a manager inside or outside of your department. Try to find someone who has taken a similar career path as you envision for the person you are grooming. Here is where your experience and contacts within the company can make a large difference in shaping the career of an up-and-coming staff member.
advertisement
Preparing someone to take your place
Eventually, you will want to groom one of your best and brightest as your successor. Think about the intricacies of your role and what skills, such as the ability to retain and motivate staff, are most important to your success. Who among your staff has the most potential in the areas critical to your position? Begin introducing them to your responsibilities by involving them in decision-making and inviting them to planning meetings.
Perhaps the most important thing to remember is that an employee's transition from staff member to leader may not be immediate. It's tempting to move a person up the ranks quickly, particularly if the position you'd eventually like to see him or her occupy is vacant. But you could actually damage and derail a promising career by pushing someone along before he or she is ready to assume a role with more responsibility. A little patience will ensure that a promising worker is truly able to help lead your organization into the future.
Katherine Spencer Lee is executive director of Robert Half Technology, a leading provider of IT professionals on a project and full-time basis. Robert Half Technology has more than 100 locations in North America, South America, Europe, and the Asia-Pacific region and offers online job search services at http://www.rht.com.
|
