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Preconference 03F - November 6, 2012

Becoming a Successful Technology Manager


Diane Graves and Gene Spencer

Preconference 06F October 15, 2013

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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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LEADING THE ENGAGED ORGANIZATION


Leaders on snorting steedsare important. But great managers are the bedrock of great organizations. Great managers are an organizations glue. They create and hold together the scores of folks who power high-performing companies.
Tom Peters, Leadership is as confusing as hell. Fast Company, 44, 124-41.

THE RESEARCH BEHIND THE BOOK


Gallup Organization Database of 10 million employee interviews 100-200 questions/interview 41 languages, 114 countries Multiple industries Variables on business unit performance Analyzed the data

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Result: 12 elements of work life that are the core of the unwritten social contract between employee and employer. (p. xi)

1. I KNOW WHAT IS EXPECTED OF ME AT WORK.

Does each person have an essential and well-integrated set of responsibilities that advance the organization? (pp.4-5)

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2. I HAVE THE MATERIALS AND EQUIPMENT I NEED TO DO MY WORK RIGHT.

3. AT WORK, I HAVE THE OPPORTUNITY TO DO WHAT I DO BEST EVERY DAY.

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4. IN THE LAST SEVEN DAYS, I HAVE RECEIVED RECOGNITION OR PRAISE FOR DOING GOOD WORK.

5. MY SUPERVISOR, OR SOMEONE AT WORK, SEEMS TO CARE ABOUT ME AS A PERSON.

Good Morning! Hows your family? How did your weekend go?

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6. THERE IS SOMEONE AT WORK WHO ENCOURAGES MY DEVELOPMENT.

7. AT WORK, MY OPINIONS SEEM TO COUNT.


Incorporating employee ideas pays back twice. First, the idea itself is often a good one. Secondthat the idea comes from the employees themselves makes it more likely they will be committed to its execution. (p.101)

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8. THE MISSION OR PURPOSE OF MY COMPANY MAKES ME FEEL MY JOB IS IMPORTANT.

9. MY ASSOCIATES OR FELLOW EMPLOYEES ARE COMMITTED TO DOING QUALITY WORK.

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10. I HAVE A BEST FRIEND AT WORK.

Something about a deep sense of affiliation with the people in an employees team drives him to do positive things for the [organization] that he otherwise would not do. (p 140)

11. IN THE LAST SIX MONTHS, SOMEONE AT WORK HAS TALKED TO ME ABOUT MY PROGRESS.

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What did I do to improve, to coach, the personto help him, to teach him? Always be sure that you did everything you could. (p.167)

12. THIS LAST YEAR, I HAVE HAD OPPORTUNITIES AT WORK TO LEARN AND GROW.

Career: Professional progress. Somebodys progress in a chosen profession or during that persons working life.

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HOW WOULD YOU ANSWER THIS?

If I join your organization, can you assure me Ill have a really good manager?

WHICH QUESTION IS EASIER TO ANSWER?

Who is ripping off this organization? Who is a really lousy boss?

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The managers who are best at getting the most from people are those who give the most to themThey work hard to do the right thing for their people, and they end up doing well. (p. 203)

That is the heart of great managing.

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YOUR TURN
1.

Think: which of the 12 elements could you put into practice immediately? Share: tell your table group what you plan to do.

2.

A QUESTION

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BECOMING A SUCCESSFUL TECH MGR


People work best in the presence of extraordinary managers and leaders. When managers exhibit enthusiasm and commitment to a task or project, people will go the extra mile and do whatever it takes to get the job done. A successful manager helps people leverage their strengths to the job at hand and inspires them to excel. Such leaders engage people in defining the organizations vision and values, in setting goals and objectives, in creating joint agreements and shared understanding, and in designing effective work processes. These managers balance the needs and interests of the campus community while also looking out for the long term benefits of their colleagues and staff. Ultimately, they do whats right for the institution as a whole, while also creating an excellent work environment for their team. They encourage excellence in others and pursue it themselves. They lead by example and demonstrate integrity in all that they do.

BECOMING A SUCCESSFUL TECH MGR


1.

Recall a time when you worked with someone you considered to be a truly exceptional manager. Describe the situation. What about this particular manager stood out? What did they do that inspired you? Now, as you are working on your own management capabilities in a complex environment, what can you learn from this exceptional manager that can help you to excel in your own right? Think ahead three to five years, how do you want others to describe you as a manager?

2.

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4.

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NOTE TO SELF

ITS ALL MADE UP

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THANK YOU
Diane Graves (dgraves@trinity.edu) Gene Spencer (gene@genespencerconsulting.com)

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