IT Best Practices

10 Ways to Get Your New IT Boss Up to Speed

Just because your new boss is above you in the hierarchy does not mean that you cannot be of invaluable help to that person’s success in the role. And assuming you are not a bitter jerk, you should probably want to see your boss succeed! So in an article for TechRepublic, Scott Matteson provides 10 tips for you to help new IT leaders thrive:

  1. Serve as a resource.
  2. Offer an insider’s perspective.
  3. Don’t revise the past.
  4. Provide a list of current tech challenges with recommended solutions.
  5. Provide a list of current projects and goals with objectives and milestones.
  6. Consider asking for more resources.
  7. Let go of the old boss.
  8. Understand that change is inevitable.
  9. Accept that change won’t happen immediately.
  10. Don’t be a “yes” person.

Boosting Your Boss

Assuming the new IT leader has come in from outside, you can be of exceptional use in helping the boss get acquainted with the new neighborhood. Walk the boss through technology, documentation, and policies as the situation calls for it; just generally try to be available to answer questions. You can likewise inform your boss of things only a seasoned worker of the company would know, such as organizational strengths and weaknesses and which employees are easier to work with than others.

Matteson says not to revise the past when it comes to planned tasks or projects that were being discussed before the old boss left—especially when those plans sounded terrible to you. Be straightforward with your boss about the existence of those plans, and then articulate why you think their value proposition is lacking. This will make you look more honest and more competent in the same stroke.

Matteson also says to provide lists of tech challenges with recommended solutions, but that sounds more like a “dream scenario” to me than something every great employee should find time to do. Providing a list of ongoing projects with their objectives and milestones is more reasonable, because it is information the IT leader must have and be able to act upon.

Several of the remainder of Matteson’s tips fall into philosophical territory, such as having to acknowledge that the new boss might act in much different ways than the old boss. These are pretty straightforward principles. But Matteson’s perspective on asking for more resources is worth examining in depth:

Don’t act as if you can do it all on your own or with what you’ve currently got. A fresh leadership perspective may work to your advantage; if new staff, investments in technology or other elements are needed, capitalize upon a new leader’s desire to start out strong and effective. They want to provide you with the best possible tools to get things done and so asking for more resources can also lead to a bigger plate for which you to expand your responsibilities and workload.

For instance, if you’re sick of unlocking accounts and performing password resets, reimaging operating systems or performing other menial tasks, suggest an intern who can handle this work and free you up for more meaningful endeavors.

For further discussion on these tips, you can view the original article here:


John Friscia

John Friscia was the Editor of Computer Aid's Accelerating IT Success from 2015 through 2018. He began working for Computer Aid, Inc. in 2013 and grew in every possible way in his time there. John graduated summa cum laude from Shippensburg University with a B.A. in English.

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