Sometimes being a manager seems like a cross between acting as a coach and an administrative assistant--on the one hand you're trying to bolster the morale of your team, on the other you're endlessly trying to optimise their project workload.
IT managers often use the word 'balance' when they consider the traits that make a good manager. It's all about weighing up how to manage different team members, balancing competing deadlines and ensuring projects run to time.
This idea of balance all seems very simple in theory--it's all about 'people' skills and planning, isn't it?
You can aspire to keep everyone happy, always get the job done well, and build a great IT infrastructure. But the fact of the matter is that it's not possible to get it completely right every time.
How do you know when you've screwed up as a manager? How can you really be sure that your team members are satisfied with your management style? How can you obtain honest feedback about ways in which you could improve, without jeopardising the respect your staff has for you?
Even for skilled managers, there are always new techniques to learn, and ways to grow as a leader. Perhaps part of the challenge is that it is a never-ending learning process.
What do you think are the crucial skills for successful IT managers? How do you judge whether you're doing a good job? Talkback below or e-mail your comments to itmanager@zdnet.com.au
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a good manager must be a good follower if he/she intend to be a good leader. I feel that a good manager must be honest, loyal and very open-minded.