IT Leaders Need to Stop Blaming Others

Pointing fingers is easy to do when it comes to IT professionals. Budgets, infrastructure, and even fellow colleagues aren’t safe when it comes to complaining. But in the grander scheme of things, this behavior inhibits the ability to recognize changes that are completely within an IT leader’s power to change. To combat this, seven-time CIO Mark Settle explains how IT leaders can stop playing the blame game in an article for

Pointers to Progress

Being able to tell what is a problem and what is beyond your control is important when it comes to IT. There will be a wide range of things, such as budget constraints, that are simply outside the range of things that can be changed. One of these changes can be in how you interact with your team. Rewarding good work immediately and with frequency makes a stronger impact, and likewise, delivering constructive criticism speedily after work is done will help the criticism to be absorbed more effectively. Failing to deliver feedback of any kind greatly impacts the effectiveness of the team.

Another step in the right direction would be breaking up any bureaucracy that might be inhibiting work. Removing these hindrances while implementing greater automation in more repetitive behavior can aid teams in their tasks, freeing them up to focus on the larger goals of the project.

Despite quick feedback and new tools, these only work well if the tasks in question are prioritized properly. Settle says the following about how to prioritize and simplify:

A new generation of tools and frameworks exist to ensure that staff members are not just doing a lot of things, but doing the right things at the right time. Social collaboration tools, scrum techniques and Kanban work queues can improve organizational efficiency and effectiveness. The trick is to establish a framework of prioritization processes around a specific set of tools and ensure that such practices are deployed in a consistent fashion throughout the IT organization.

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