As an IT manager, you need to make your subordinates feel they can become leaders. Encourage them to aspire to higher ranking IT positions within the company, which in turn helps the organisation remain viable and strong. To facilitate this, you need to provide an environment that encourages subordinates to develop into able IT leaders.
How can you accomplish this? Here are some suggestions:
Serve as a role model
Present a positive image that others will want to emulate. John W. Dodge, a noted American artist, said, "A leader of men must make decisions quickly; be independent; act and stand firm; be a fighter; speak openly, plainly, frankly; make defeats his lessons; cooperate; co-ordinate; use the best of any alliances or allies; walk with active faith courageously toward danger or the unknown; create a staff; know, love and represent the best interests of his followers; be loyal, true, frank and faithful; reward loyalty; have a high, intelligent and worthy purpose and ideal." An effective IT leader should also be optimistic, patient, a constructive criticiser, and an able communicator.
Delegate authority
Delegate authority so that subordinates can expand their knowledge base, develop their skills, and acquire new ones. Assess where an individual's strengths lie and assign tasks that benefit both the employee and the organisation. Keep potential leaders challenged with appropriate projects that stretch their comfort zones and expand their horizons.
Establish a formal mentoring program
Mentoring programs where you match less experienced employees with more seasoned ones can be extremely valuable. Both mentor and mentee benefit from these arrangements.
By offering support, providing sound advice, and encouraging problem solving, mentors can increase employees' morale, productivity, and performance.
Don't limit your leadership search to your IT department
Keep your eyes open. There may be staff members in other departments who are interested in and have an affinity for technology and who would work well in an IT division. Identify and recognize the talents of individuals who are good leadership candidates.
Offer adequate training
Provide adequate training and encourage and reward additional training Make sure your company has adequate instruction programs in place. Learning on the job is invaluable, but it's important to begin with a solid foundation. In addition, since added IT certifications or degrees often better prepare IT staff for future leadership roles, it's wise to provide incentives for those who pursue these endeavors. Examples would include tuition reimbursement, financial rewards, and allowing people time off for educational pursuits.
Encourage participation
Whenever possible, encourage future leaders to take the initiative and allow them to contribute ideas and suggestions. Make your team members feel comfortable coming to you with changes they would like to make. Show everyone that leadership qualities are prized, sought after, and rewarded.
Work toward clear, shared objectives
Always encourage a team atmosphere that stresses the advantages of working together effectively. Also, show team members how their responsibilities fit into the company's "big picture." This helps individuals appreciate both their work and the organisation.
Be a motivator
Strive to get the best out of your would-be leaders, and be sure to recognise them for their day-to-day efforts. Praise work well done, encourage sensible risk-taking, and establish a "blameless" atmosphere where failures are recognised (not punished) and then used as building blocks for future successes. Maintain a positive attitude.
If you're successful, helping to facilitate the development of future IT leaders can become your lasting contribution to your organisation, the IT field, and society as a whole.
Jan Goldberg is the author of over 20 books focusing on careers and more than 500 articles for national, regional, and online publications. She welcomes suggestions for future columns at JGCareers@aol.com.
