Young Nerds at the Helm
In a nutshell, first-time IT managers assume everyone should be like them, independent and self-starting, and thus avoid coaching poor performers.
Is Hagberg being needlessly cruel or has he hit a responsive chord? If he has, don't make a beeline for the nearest window. The problems are easily correctable. The toughest part is recognising and accepting your deficiencies.
Hagberg's advice? "First, carefully define your role. Then audit your time so you're spending time on building relationships and improving communication with everyone around you. Schedule appointments with subordinates and listen to their ideas. Initiate group problem-solving, particularly on real issues, rather than trying to solve everything yourself. Deal with substandard performance by coaching and holding people accountable."
Instead of avoiding conflict, find its roots and then coach those with performance problems. All it takes is practice. You may be pleasantly shocked to discover managing people brings its own special rewards.
"Leadership is based on motivating people to achieve goals by themselves," says Hagberg. "When you get into it, it can be pretty exciting and inspiring." Feel better?
