Different personality types and a range of working styles amongst team members can cause havoc if there isn't someone to pull these people together to work towards a common goal.
Nor is it a one-size-fits-all solution--not all teams operate in the same way. A good CIO needs to be able to read their team's dynamics, and the ongoing changes in these, to find the best management approach.
On the one hand, you don't want your staff running riot, disregarding deadlines and failing to answer internal client requests. This is the scenario senior managers perhaps envisage when they loosen the reins with employees.
But nor do you want to be having to spend all your time going over every detail of each employee's day: from when they have their lunch breaks, to how long they spend on tasks and which projects take priority.
Throw into the mix CIOs who may differ in their approach to managing and relating to staff and you have a complex management issue which probably rivals budget juggling in terms of complexity.
People skills can be one of the most difficult areas to deal with as a CIO. Unfortunately it's not possible to get it right each and every time. Sometimes you will have to learn from the mistakes that you, and other managers, make.
How do you get the balance right so that your IT team pulls together as a cohesive unit? What is your advice to IT professionals trying to manage a team? Talkback below or e-mail us your tips at edit@zdnet.com.au
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