CIO Magazine New era of IT requires new kind of leader CIO Magazine IT managers should “stop managing” and “start leading,” he said. “We need to start focusing less on the management aspects and start focusing much more on the leadership aspects.
ITWorld Canada Wanted: Better IT performance evaluation ITWorld Canada As IT departments evolve from being mere service providers to strategic business partners and managers begin looking for people with different skill sets it's becoming clear...
Mistake #1: People use the terms "management" and "leadership" interchangeably. This shows that they don't see the crucial difference between the two and the vital functions that each role plays.
Mistake #2: People use the term "leadership" to refer to the people at the very top of hierarchies. They then call the people in the layers below them in the organization "management." And then all the rest are workers, specialists, and individual contributors. This is also a mistake and very misleading.
Mistake #3: People often think of "leadership" in terms of personality characteristics, usually as something they call charisma. Since few people have great charisma, this leads logically to the conclusion that few people can provide leadership, which gets us into increasing trouble.
In fact, management is a set of well-known processes, like planning, budgeting, structuring jobs, staffing jobs, measuring performance and problem-solving, which help an organization to predictably do what it knows how to do well. Management helps you to produce products and services as you have promised, of consistent quality, on budget, day after day, week after week. In organizations of any size and complexity, this is an enormously difficult task. We constantly underestimate how complex this task really is, especially if we are not in senior management jobs. So, management is crucial — but it's not leadership.
Leadership is entirely different. It is associated with taking an organization into the future, finding opportunities that are coming at it faster and faster and successfully exploiting those opportunities. Leadership is about vision, about people buying in, about empowerment and, most of all, about producing useful change. Leadership is not about attributes, it's about behavior. And in an ever-faster-moving world, leadership is increasingly needed from more and more people, no matter where they are in a hierarchy. The notion that a few extraordinary people at the top can provide all the leadership needed today is ridiculous, and it's a recipe for failure.
Some people still argue that we must replace management with leadership. This is obviously not so: they serve different, yet essential, functions. We need superb management. And we need more superb leadership. We need to be able to make our complex organizations reliable and efficient. We need them to jump into the future — the right future — at an accelerated pace, no matter the size of the changes required to make that happen.
At a certain point, we end up with over-managed and under-led organizations, which are increasingly vulnerable in a fast-moving world.
C'mon, IT Leaders. Take a Chance! blogs.hbr.org (blog) Leadership risk: Psychology has found that "for most people, the fear of losing $100 is more intense than the hope of gaining $150", and IT leaders are no exception.
Can IT Help Build A Better Workplace Environment? InformationWeek Not surprisingly, those who feel supported by managers, respected for their efforts, and encouraged to be creative are more inclined to recommend the company and work harder.
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