What skills and qualities should you develop to become a better IT leader? Let’s find out how to bring more success to your company.
1. Communicate and Encourage:
Being able to have an effective conversation with the team and communicate your actions to clients is the first rule to help you become a better IT leader. You must be able to observe all internal operations and identify strengths and weaknesses. Improving weaknesses is the key to adding value and professional development to the team.
Leaders must play the best talent role, build morale, and build trust between the IT department and top management. Therefore, they must communicate honestly and establish personal contact with the team. When a team is stuck in a rut and seems uninspired, the leader must present personal or team challenges. Listen, cheer and work together.
2. Decision-making power:
There are dozens of tasks to deal with, hundreds of things to consider, you don't have much time for reflection. Many times, you must make quick decisions that may affect the entire organization, so if you want to become a better IT leader, you must recognize the importance of decisiveness and hard work. However, to make a positive and timely decision, remember that the simplest (or most obvious) answer is not necessarily correct. You should know what your decision is based on, but you should not be afraid of making mistakes.
Therefore, IT leaders must demonstrate authority, management skills, and strict professional ethics. Your authority should not be based on obedience, but on advice, example, mutual respect, and guidance.
3. Wisdom and clarity:
In many cases, when asked about this or that decision, it can be tempting to simply answer "I know what I'm doing". However, for smart technology leaders, this is certainly unwise. Smart IT leaders should be able to explain complex systems or processes in a way that low-tech people can understand and clear.
More importantly, this applies when you are working on a problem with the developer. You must explain the proposed solutions, they don’t have to be simple, but your reasoning should be simple. If your team cannot understand what you are talking about or what you want them to do, you will have a problem.
"The challenge of leadership is to be strong but not rude; be kind, but not weak; be bold, but not a bully; be humble, but not timid; be proud, but not arrogant; have humor, but without folly." (Jim Rohn)
4. Problem-solving and strategic thinking:
Essentially, every IT person and technical leader is a problem solver. This is an art that requires analysis and creative thinking. Usually, it involves an accurate understanding of the problem, asking the right questions, visualizing certain processes, evaluating options, selecting one or several, and monitoring the results. Of course, problem-solving at the leadership level must be aligned with the company's business objectives and strategy. This means following industry trends, constantly analyzing and making decisions as part of a strong vision for the future.
As a technology leader, you must find out how technology drives growth for the entire company. You must understand the needs and expectations of customers, competitors, etc., and develop technologies that serve these goals. A good measurement of knowledge and practice in these areas will definitely help you become a better IT leader.
Without delegating tasks, it is almost impossible to lead a team of tens to hundreds of employees. IT leaders must choose the right people based on the content they deal with to help with various daily tasks. Moreover, leaders must help their employees understand that everyone should contribute to the development of the company, not just the team leader. As one of the core administrative skills, authorization elevates you from something you can do to something you can manage.
Although, you must remember that it is not about your own value, about maximizing team productivity. Therefore, many team leaders recommend inviting people to participate, discuss, and make suggestions before delegating tasks.
As mentioned earlier, technical team leaders do not manage the team out of fear and coercion, but focus on people and challenge them to make positive changes. In order to promote personal connections and real impact, team leaders must listen, work as a team, and strive to create a collaborative atmosphere.
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