Folks, I am very pleased to announce my second book. If you are a new or future IT Leader, The I.T. Leader’s First Days is for you. It covers the skills you need to have and how to come up to speed quickly in your new position.
The ebook is available NOW. Paperback & Hardcover will be available in the next few weeks.
Here is the book description for The I.T. Leader’s First Days:
As a new IT leader, you are stepping into a world of excitement and challenge. Prepare yourself.
You and your team must understand and apply ever-changing technology to make your organization successful. You must continually improve yourself, your team, and your company.
The I.T. Leader’s First Days introduces skills and techniques you need to be effective and provides you with the strategies for your first weeks and months on the job.
Long-time IT leader, author, and speaker John Bredesen leverages decades of experience to create the book you need to start your IT leadership career. Clear explanations with a splash of humor cover a broad range of topics needed to launch your leadership career. Check out The I.T. Director series to see all his books.
Starting your new job off right is important to you. This book will help you make your First Days successful.
IT Departments use external people regularly. While definitions can vary, here is what I use:
We use contractors for staff augmentation. This can be situations where we need more developers or where we need a skill part time, like a DBA.
We use consultants for deep technical expertise. Examples include a major new software product or the learning to use a new ERP module.
Let’s look at how we can be smart about using these types of resources.
Dear IT Director,
I’m getting pressure for my team to turn around new employee requests faster. Our service level says five days, but often requests come inside that window. How can I get them respect the window?
Hopeful in Hoboken
Sorry, I don’t have good news for you. I’m afraid that your 5 day window is a relic of the past. You and your team are the ones that need to change, not the rest of the organization. Let’s look at why and what you can do.
The organization gives managers authority. Leaders earn influence with individuals.
Managers have formal authority. Leaders have informal personal influence.
A person can be a manager without trust of others. A person without trust of others can’t be a leader.
Managers cause action by directing. Leaders cause action by influencing.Read More
Do IT Leaders need to have a deep technical background? I don’t think the answer is always yes.Read More
Interns in the IT department are great. They bring energy and enthusiasm. I have had success using interns in two areas: Help Desk and Business Analysts. There are some challenges, but the rewards are great. Let’s look closer.
Trust is an important part of the relationship between a supervisor and our team. Indeed, it may be the most important part.
When a new supervisor comes in, and this can be anyone from a front line production supervisor to a CEO, there is a critical moment that sets the tone. If we handle it badly, it can haunt us for a long time.
Leaders in management positions hire people. It’s part of the job. To hire, we must read resumes. I haven’t met many that enjoy this part. If you are fortunate enough to have an HR department screening out those that don’t meet basic requirements, you may only have dozens of resumes. If not, you may have hundreds.
When facing the (electronic) stack of resumes, it is tempting to zip through them and minimize the pain. That would be a mistake.Read More
This post if for IT people but applies to any field with their own jargon. Scroll down to see the video I’m talking about.
Gustav Holst write a brilliant piece of music call The Planets. In particular, the Jupiter portion has always been one of my favorite classical music pieces. I don’t know the creator of the video, but he seems knowledgeable about music. He dissects Jupiter in a very deep way, using tons of music jargon.
I don’t understand most of what he is saying… I believe he knows what he is talking about, but I don’t know that he knows what he is talking about.
If you are an IT person, I challenge you to start at 1:30 and sit through at least five minutes of this video (for the adventurous, start at 7:30). Make a sincere effort to understand what he is trying to say. Try, as if your business depends on understanding it. Unless you have musical training, you probably won’t get much further than I did.
This is what we sound like to people outside our field. The organizations that depend on us aren’t able to understand the technology to the level we do. This isn’t because they are dumb (I hate the “dumb user” trope), it is because they are experts on other things and haven’t put in the years of focus that you have.
It is our job, not theirs, to figure out how to communicate better. We need to be creative in using analogies, metaphors, and straightforward language to communicate.
If we don’t, they may wonder if we know what we are talking about or just faking it by using jargon they don’t understand.
We rented a pontoon on Lake Itasca the other day (fyi a great state park in Minnesota). The lake was beautiful. Smooth as glass. The morning chill gave way to the warmth of the sun with the light breeze keeping it from getting too hot. A peaceful ride, with the steady hum of the motor, that gave me time to think.
As we cruised across the lake, I looked back behind me and saw our wake. Clearly, we weren’t going that fast, but the wake went side to side on the still lake.
As we go through life, we leave a wake. Wakes come in all shapes and sizes. I won’t bore you with the obvious metaphors of fast and slow boats, wakeboarding, watching out for canoes, waterskiiing, etc.
But I wonder if we would do things a little differently if we better understood our wake. We all have one. We can’t go through life without leaving one. We probably leave different wakes at different times.
So instead of asking “what’s in your wallet?” like the commercial, maybe we should ask what kind of wake are we leaving.