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10/15/2013

Becoming a Successful Technology Manager


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

10/15/2013

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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THE ISSUES WE FACE A DISCUSSION


Im a new manager Being promoted from within Im new to Higher Education Need to manage my boss (and up) Strategies for communication Setting campus expectations How do I manage this technology? Personnel Problems!!! What does it take to build my team? Managing highly technical staff Why dont customers understand? We need more people/money/etc. I Hate Being a Manager Whats wrong with this project? Staying proactive vs. reactive Delegating and Managing my time Professional development Managing Change The Holy Grail

IM A NEW MANAGER

And now for something completely different! Leading a technology organization has little to do with technology, and everything to do with people! Why?

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PROMOTED FROM WITHIN

Seems like leading your team should be easier!


How will you gain respect? What tone will you set? Your new job is to

What will be your leadership style? What needs to change? How can you honor what is/was good? How will you create urgency for change? What will you do differently today? Tomorrow?

NEW TO HIGHER EDUCATION


Many of you come from outside of Higher Ed. But, Higher Ed. is DIFFERENT

Why? How will you respond? What is critical to your success?

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NEED TO MANAGE MY BOSS


How can you: Create options? Find win-win scenarios?

How do you get your boss to invest in your success? How do you convince him/her that you are committed to his/her success?

STRATEGIES FOR COMMUNICATION


When people say its a failure of communication, who are they thinking about? What are the critical factors to good communication? Why do failures occur? How do communication styles play a role?

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SETTING CAMPUS EXPECTATIONS


Whats the right approach?

Under Promise and Over Deliver?


or

Aim High and See How Close We Can Get?

HOW DO I MANAGE TECHNOLOGY?


What does it mean to manage IT? What is our scope and our role? Is your job technology or solutions? How do we negotiate the gaps?

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PERSONNEL PROBLEMS!!!

No one comes to work thinking Im going to screw up today! What motivates our colleagues? How do we gain their support? Can HR help? Dont delay the inevitable if someone isnt going to make it as a part of your organization, they will be happier somewhere else!

WHAT DOES IT TAKE TO BUILD MY TEAM?


What does the group need to succeed? What is our mission - what we need to accomplish? What is our vision of the future? What do we value as a team? How will we work together? Do we have the right skills and capabilities? How do we make the most of our opportunity?

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MANAGING HIGHLY TECHNICAL STAFF


Gross Generalization! Geeks think differently

Whats important to them? How do they see the world? Am I still one? What can we do to bridge that gap?

WHY DONT CUSTOMERS UNDERSTAND?


How do you feel when you receive good service? What will the customer perceive as good service?

Help Desk

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WE NEED MORE PEOPLE/MONEY/ETC.


Lack of key resources can be a problem. More resources isnt always the right answer! What answers are within our control?

The 56 Geeks, by Scott Johnson

I HATE BEING A MANAGER!

Why is Leading So Challenging?


People have personalities Each reacts to change differently You cannot control other people!

Get Real

Be yourself Summon your authentic core Flex your style

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WHATS WRONG WITH THIS PROJECT?


Projects large and small can get derailed: What are the root causes of success/failure? Who owns the project? What needs to be defined up front?

STAYING PROACTIVE VS. REACTIVE


Which is more fulfilling? Which is more productive for the institution? How can you change the approach of your group? Who do you need to convince? When do you start?

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DELEGATING AND MANAGING MY TIME


Getting organized is: A quick read and a quick fix, or a life-long pursuit? What prevents us?

What stops us from delegating? Who can change this cycle?

PROFESSIONAL DEVELOPMENT

What value does your organization put on professional development on an ongoing basis? It is an investment for you and others Challenges?

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MANAGING CHANGE
1. 2. 3. 4. 5.

The power of one Make it sticky Paint a vivid picture Activate peer pressure Mobilize the crowd

6. 7. 8. 9. 10.

Tweak the situation Subtract, not just add Dare to link to carrots and sticks Teach and coach well Hire and fire base on behaviors

Ten Ways to Get People to Change by Morten T. Hansen

THE HOLY GRAIL


If the campus believes: This is ITs technology that we let them use!

If the campus believes: This is their technology that IT manages for them!

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