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IT Management Slideshow:
Five Management Traps and How to Avoid Them

By Dennis McCafferty on 2011-08-23


In overseeing an IT organization, you need to know about technology, but you also need to master the people equation. You must determine what inspires your team members and what causes them to lose focus and/or motivation. Effective leaders establish standards of performance that build critical buy-in from employees to ensure successful accomplishment of organizational goals. Former Verizon Wireless CEO Denny Strigl knows a lot about this topic. His company’s wireless revenues grew from $192 million in 1991 to $62 billion by the end of 2009. In his book "Managers, Can You Hear Me Now?" (McGraw-Hill/available now), Strigl reveals classic management mistakes -- as well as proven strategies and techniques to avoid these traps. Ultimately, you need to be visible, accountable and responsive, Stigl contends. Here we highlight five of the top management mistakes featured in the book, plus steps you can take to ensure that you’ll never make them:

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Mistake 1:
Failing to build trustYou have to say what you mean and mean what you say. Seek input and feedback. Treat people with dignity.

How to fix it
Get out of your chair and walk around. Attorney General Robert Kennedy made it part of his routine to drop in on employees at their offices, in his shirt sleeves.

Mistake 2
Not establishing accountability
If you own your own issues and responsibilities, you will model the kind of professionalism you seek in your teams.

How to fix it
Forge accountability within your teams by addressing problems while still respecting the individual.

Mistake 3:
Stalling progress with indecisiveness
You’re paid to push forward on positions. It’s essential to take action, even if it's imperfect.

How to fix it
Meetings can kill progress.
Make sure there’s at least one key action step that will result from every meeting.

Mistake 4
Confusing being popular with being a good manager
Your performance is measured on results, not on whether you’re liked. Achievement and innovation often means shaking up the status-quo.

How to fix it
Recognizing positive team performance on multiple objectives is a way to emerge as a good manager who’s also popular.

Mistake 5
Fixing problems, not causes.
Bad things happen. But they don’t have to happen again, especially if you direct your teams to address root causes rather than focusing on putting out today’s fire.

How to fix it
Establish measurable standards--short-term and long-term--that enable teams to self-evaluate whether they’ve corrected the cause, as opposed to the problem.

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