Management Style

When I first moved into a leadership role, my style was inclusionary to a point.  That point was when I felt decision was taking too long.  Well that is how I would rationalize it.

too-long

Well experience has taught me a great deal and my management style has changed.

I describe it as Trust, Respect and Consistency.

trusthandsTrust that each and every person comes to work each with the desire to work hard and leave at the end of the day feeling successful.

  1. A leaders job is to define what success is for each role, specifically how that success can tie directly to the growth or profitability of the organization
  2. A leaders job is to ensure their teams can feel empowered to focus on the priorities that will drive success instead of getting caught up in the noise of Urgent, BUT not Important tasks
  3. This trust is not without the control you have to validate the progress on the work is actually being done and when completed done right.  This is trust with confidence.

respect.jpgI will respect all the work and experience that every person has done and is doing.  I may not agree with how or what they were doing, but that takes nothing away from what they have done each and every day they worked at the organization.

When I start at an organization I am the LEAST seniority person there.  Everyone else knows the informal rules of the place better than I.  I do respect that foremost.

I will strive to be consistent.  consistent

  1. Simple things like showing up for work the same time each day, so everyone knows when you will be there.
  2. Bigger things like how treating each person that difficult combination of the same, but also how they wish to be treated
    • That individual who likes engagement, spend the extra time listening regardless of how well you know what they are saying
    • That individual who is uncomfortable with talking, make those engagements shorter and where they are most comfortable, but more frequent
  3. When you say things are a priority, make them a priority each day through your actions.
    1. If project A is the top priority, but that loud argumentative peer keeps asking you and your staff about project B, C or other you need to stand up publicly.
      • My best suggestion is to play dumb with that peer – continually stating you don’t understand why what they want is more important then project A, but would they explain it. – Works like a charm.

This consistency is what will breed the trust of others in return for giving them your trust and respect.

manager-vs-leader

 

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To Cloud or not to Cloud

Don’t be silly of course – you must head to the cloud.

Well, yes, we should head to the cloud, but carefully, cautiously and when we are ready.

No – leap now.

Which?

Let’s do a simple comparison.

Businesses some 200 years ago kept all their proceeds locked in safes. Eventually, businesses would start using banks.cash

Any one over 40 remembers that you would walk into a bank and see from the lobby the big heavy door to the bank vault.  Impressive looking on purpose.  It was what made you feel comfortable that your money was safe.bank-vault

We trust banks to keep are money – for the most part.    We trust them so much we don’t even ask to inspect our money, just get a report about it once a month and now a record of it on-line.

Money my friends we freely give to other people to keep for us and why?  Because that trust is based on how much safer it is with them then sitting in the best safe we could buy in our building.  We have roles in our company to reconcile and manage that ensures we track every penny.

The cloud is the bank for your data.  Yes, oversimplified maybe.  What you need is not roles similar to how you manage your banking.

cloud-auditCloud Auditor focused on data integrity, performance and reliability both internally and externally in the cloud.

 

Also, a cloud architect to incorporate your storage, security, computing and compliance needs and build the right design that satisfies these needs.     cloud-architect

 

 

 

Lastly, the change the mindset of a single owner of IT versus the company as a whole owning what supports the business processes that make up the the business.