How do you know if you're doing a good job and hitting the mark with your management techniques?
It's all very well to read a stack of management books and listen to a few gurus on CD, but that doesn't necessarily mean that your staff--or your CEO--appreciate the tack you're taking.
IT Manager's September top 10 highlighted the popularity of stories focusing on the day-to-day management issues faced by senior IT professionals.
Which all goes to show that IT managers are thinking about how to be better at their jobs. But what criteria do you use to judge improved performance? Also, who should be reviewing your work--peers, other team members, the senior management team, your CEO, or a combination of the above?
It's one of those tough catch-22 situations. If you ask your peers or team members for feedback you could be opening yourself up to criticism or undermining your position. Yet, if you don't ask what others think, you can't learn from your failings and correct flaws in your management style.
CIOs and senior IT managers face a tough task treading this fine line. There is an increasing focus on so-called 'soft skills' in the business world, a trend which has seen CIOs become more involved at the management level. This makes the ability to hone management skills more important than ever for those who want career progression.
How do you deal with management issues? What are some of the ways you blance the technical and non-technical elements of your role? Talkback below, or e-mail your comments to edit@zdnet.com.au
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