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10/15/2013

Becoming a Successful Technology Manager


Preconference 06F October 15, 2013 Diane Graves and Gene Spencer

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Abstract
Becoming a technology manager means more than "managing technology." As a manager, you now have responsibilities that include managing people, understanding and negotiating institutional policies and politics, and communicating effectively with staff, faculty, and peer managers. You must also know your technology area, keep up with constant changes, and manage it all. Many managers are charged with doing more with less. In short, you job is immensely more complicated than you might have imagined. Designed for new IT managers, this interactive seminar will introduce you to basic management philosophy, give you a context for becoming a successful manager, guide you to EDUCAUSE resources that can help you grow and succeed in your new role, and start you on a path toward increased responsibility and leadership.

Copyright
Copyright Diane Graves and Gene Spencer 2013. This work is the intellectual property of the authors. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the authors. To disseminate otherwise or to republish requires written permission from the authors.

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Morning AGENDA
Introductions How Thinking About Yourself as a Leader Can Help You Be a Successful Manager Managing with Emotional Intelligence Group Discussion - The Issues We All Face! Lunch There is a morning break in here

AFTERNOON AGENDA
After Lunch Continuing Discussion - The Issues We All Face! Leading the Engaged Organization Whats Next for You? A Final Exercise Thanks! There is an afternoon break in here

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INTRODUCTIONS
Brief Introductions at Your Table Name Institution Role One brief challenge you are currently facing

Exchange Business Cards/Contact Information

How Thinking About Yourself as a Leader Can Help You Be a Successful Manager in Higher Education

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OR
To be truly successful as a Manager, you should also regularly reflect on the kind of Leader you need/want to be!

Two Views of The Organization


Leader The Organization Manager Supervisor Worker Bees
Management Project Managers Individual Contributors

Leadership Roles

The Organization
Leadership Characteristics

Technical Specialists

Team Members

Team Leaders

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Management vs. Leadership


Manager Role Tactical Accomplish Mission Doing things right Organizing people Authority by position Holding others accountable Managing change Leader Role Strategic Create a Vision Doing the right things Inspiring people Authority by influence Holding ourselves accountable Leading change

Different effects and they must work together

Most of us learn leadership from

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OR
To be truly successful as a Manager, you should also regularly reflect on the kind of Leader you need/want to be!

How do You do that?

Somebodys Secrets of Leadership

There are many about very different leaders!

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Some Gurus View of Leadership

Personally, these Inspired Me!


While I recommend each of these to you, they may not speak to you as they spoke to me!

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Call your attention to one


Primal Leadership:
A transformational concept Based on Emotional Intelligence Helps us understand Our relationships How we work with others How we can change our approach Helps develop our leadership skills and capabilities

Managing with Emotional Intelligence

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Goals for this conversation


Define emotional intelligence Consider Gardners concept of multiple intelligences Think about emotional intelligence in the workplace and apply it Think about management responsibilities and hostile colleagues

A short personal story

The conductor on the 5:36

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Comparing IQ and EI
Intelligence Quotient Emotional Intelligence

Emotional Intelligence is
a form of social intelligence that involves the ability to monitor ones own and others feelings and emotions, to discriminate among them, and to use this information to guide ones thinking and actions.

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Contrasting EI & IQ

IQ
Intelligence testing Correlation with EI

a high IQ may assure you a top position, but it may not make you a top person.

Dalip Singh Emotional Intelligence at Work

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What Emotional (or Personal) Intelligence Means:


Identifying emotions Using emotions Understanding emotions Managing emotions

Multiple Intelligences
Linguistic Logical Mathematical Musical Bodily-kinesthetic Spatial Interpersonal Intrapersonal

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Interpersonal Intelligence
Understanding other people Examples: Salespeople Teachers Clinicians Religious leaders Political leaders Actors

Intrapersonal Intelligence
Self understanding

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Social Intelligence

Examples
Negative Road Rage Positive Texans!

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One thing people often say is that if you dont know a Michael Scott, then you are a Michael Scott. Food for thought.

Actor Steve Carrell, Thursday, June 19, 2008 10 Questions for Steve Carell - TIME

Thinking about EI and Management


Think of a situation from the workplace where you felt you were managed poorly: What EI skills were missing? Were any present? How & what can you learn from that persons mistakes? (10 minutes) Identifying emotions Using emotions Understanding emotions Managing emotions

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Share your stories at your table


Are there compelling examples to share?

Relationships Matter

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Attitudes Matter

Social Intelligence Makes a Difference

Empathy is the prime inhibitor of human cruelty.


--Daniel Goleman

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Emotional Intelligence at Work

Addressing Employee Complaints

http://vimeo.com/22575125

Thinking about EI and Management


Now write about a time when a manager showed you remarkable emotional intelligence and sensitivity where you felt supported and understood. What EI traits did your manager demonstrate? What can you learn from that experience? (10 minutes) Identifying emotions Using emotions Understanding emotions Managing emotions

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Discuss at your Table


Whos got the most compelling stories? Please share with us!

Leadership and the Brains Design


No creature can fly with just one wing. Gifted leadership occurs where the heart and head feeling and thought meet. These are two wings that allow a leader to soar.

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Creating Resonance
Intellect alone will not make a leader; leaders execute a vision by motivating, guiding, inspiring, listening, persuading and, most crucially, through creating resonance.

Revealing Dissonance

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Discordant Leaders at their worst


Tyrant, demagogue or dictator Manipulative and/or abusive Sociopathic and/or toxic Insincere and/or shallow Keep people continuously off key Dementors drain peace, hope and happiness out of the air around them - Harry Potter

the legacy of their tenure marks a telltale trail of demotivation and apathy, anger and resentment.

But most of us are susceptible


Even though we are well intentioned it is still easy for us to fall into activities, events, approaches and habits that create dissonance!

Even the best of us need to reflect on this often

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Primal Leadership
Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much more primal: Great leadership works through emotions.

Primal Leadership
Self Awareness Self Management

The 4 domains of Emotional Intelligence Each domain has its own set of skills.

Social Awareness

Relationship Management

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Primal Leadership
Self Awareness

Emotional Self-Awareness Reading ones own emotions Recognizing impact Accurate Self-Assessment Knowing strengths and limits Self-Confidence Sense of self-worth and capabilities

Primal Leadership
Emotional Self-Control Controlling disruptive impulses Transparency Displaying honesty/integrity Adaptability Flexibility to changing situations Overcoming obstacles Achievement Drive toward inner standards of excellence Initiative Readiness to act & seize opportunities Optimism Self Management

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Primal Leadership
Empathy Sensing others emotions Understanding perspective Organizational Awareness Reading the organization (currents, decision networks and politics) Service Recognizing and meeting needs (follower, clients, customers)

Social Awareness

Primal Leadership
Inspirational Leadership Motivating w/ compelling vision Influence Range of tactics to persuade Developing Others Change Catalyst Initiating & leading new directions Conflict Management Resolving disagreements Building Bonds Cultivating a web of relationships Teamwork and Collaboration

Relationship Management

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Primal Leadership
Self Awareness Self Management

The 4 domains of Emotional Intelligence Each domain has its own set of skills.

Social Awareness

Relationship Management

Beyond being smart


Intellect Subject-Area Knowledge Emotional Intelligence

A complete package in BALANCE

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Primal Leadership
Self Awareness Self Management

Social Awareness

Relationship Management

Primal Leadership
Self Awareness Self Management

Social Awareness

Relationship Management

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Primal Dysfunction!

How to spot an Asshole


Arrogant Super star Enemies vs. friends Low patience, trust High contempt Very competitivemaybe ruthless Public humiliation Temper I didnt screw uphe did Sucks up (watch for this) Make life miserable for colleagues, co-workers, subordinates High turnover

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Intent vs. Impact

Self-evaluation exercise
Think about a time when you didnt show appropriate emotional intelligence to a colleague or employee. Without blaming anyone else, identify (privately): What you did Why it was hurtful? What you could have done instead? What you can learn from the experience? Is there some unfinished business your need to attend to?

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THANK YOU

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