Based on what I have read, and experienced there is many things which constitute a failure as an IT Manager. However, one of the most important in my opinion is the ability to add value to the organization. I feel in many cases the IT managers as well as the IT professionals of an organization are not given the proper respect they deserve because IT managers do not know how to show their true value to the organization. In many cases the leadership of the organization believes they are a liability instead of an asset. This to me is a totally failure on the part of the IT Manager because of all the arduous work has done (that is in most situations). Additionally, I believe that IT managers who do not understand the difference between leading (lead people) and managing (manage things) are bound for failure in due time. Another point to emphasize is that an IT manager must be both competent and possess character. The reason is because without these two attributes a manager will not be able to lead the group effectively, or at least not for a very long without major internal problems.
One of the many things which lead to failure in my opinion by IT managers are the ability to plan effectively. This means that the goals of the employees, as well as project goals are not well defined. Often the goals are weak and vague in nature. When this happens, it is very difficult to find a common ground for where the team terms as successful. It is just like bowling in the dark. It is possible to hear the ball hitting the pins – but wouldn’t it be nice to know which pins are actually knocked down. Additionally, this brings an atmosphere where employees can’t speak about their ...
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...est chances of succeeding. Having the ability to lead, manage, analyzed risk, properly plan, be a good steward of finances, understand procedures when it comes to delegating duties and the ability to adapt to the current situation are all tremendous pluses when it comes to a strong IT Manager. However, perhaps the key thing to remember is that all good operating systems start with good or the right people. It starts with the IT manager themselves, then to the team that they put together. If the team is already assembled then the IT manager must understand how to train, develop and employ the team in order to bring the biggest value to the organization. If someone does not add value to the team, which ultimately reflects on the organization then they should be released. There are many things which could be added, but I believe this is the right place to start.
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