10 ways to gain and keep the loyalty of your staff

By Calvin Sun
If you're a manager, you depend on your staff to do their work. Their success is critical to your own success. If you can develop loyalty among your staff, you build up a bank of "good will capital "you can spend, when necessary -- such as when those impossible deadlines loom and you have to ask for extra effort. Here are a few pointers to help you build that loyalty.

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1) Be initially neutral regarding concerns about a subordinate
Don't throw an employee under the bus when someone outside the department complains to you, agreeing with that person automatically. At the same time, don't assume the person is totally wrong, rebuking him or her, and blindly defending your employee. Listen to the concern, thank the person for alerting you, and say you will check with the subordinate in question. Then do so. In this way, you get both sides of the story
2) Aim for collaboration
The more you can develop a collaborative relationship with your staff, the better that relationship will be. You and your staff do depend on each other, so try to impress that point on them. Remind them that each of you can (and should) help the other to be successful. Remember the saying "One hand washes the other."
3) Listen to staff concerns
Your staff will have concerns about working conditions, working hours, deadlines, and other matters. You may not be able to resolve them all. However, listen to what they are telling you, because if you don't, you will lower morale. If there's little chance that you can resolve the concern, let them know immediately so that they have a proper expectation. Similarly, if you do succeed in resolving a concern, let them know about it. They may not thank you verbally, but chances are they still will appreciate you for what you did.
When listening to your staff, try to avoid interrupting them to explain or defend a position. Similarly, try to remain even-tempered and think before you speak. Your attitude sets the tone for the whole department. Remember the old saying, (which applies equally to both genders): "A fool shows his annoyance at once, but a prudent man overlooks an insult."
4) Be committed to staff development
Your employees needs training to maintain their skills. That training includes hard skills, such as programming and network design. It also includes soft skills, such as how to deliver effective presentations and how to communicate effectively. In fact, those soft skills often are more important than hard skills in determining career success. Make sure your staff receives such training -- and when they're participating in a training session, respect that time. Don't call and pull them out of class "just for a second," because they never will return, and you will have wasted money.
5) Fulfill commitments
If you make commitments to your staff, keep them. Otherwise, you lose credibility and will face lowered morale. When you keep your commitments to your staff, it increases the chances that they will reciprocate and keep their commitments to you regarding work delivery.
6) Exhort, don't belittle
You always want your staff to do more, produce more, finish the project earlier -- and for less cost. So there's often a gap between where they are now and where you'd like them to be. It's better, generally, to exhort them to reach that point. If you criticize them because they're not where you want right now, you may create resentment. Of course, there might be one person who does get motivated by being belittled, someone who says, "I'll show that X$X# manager" and goes on to perform exceptionally well. The percentages are against you, however, because many others will simply "turn off." It's far better to say, "Here's where I'd like us to be, and I know you can do it" rather than, "How come you're not there right now, you slacker?"
7) When singling out staff in public, do so positively
I'm not saying that you always should praise people publicly. Some people become embarrassed or self-conscious when they're the subject of public attention. But I am saying that if you do choose to single someone out in public, do so in a positive, rather than a negative way. The latter will embarrass everyone involved.
When you issue public praise, be brief and specific. Talk about what the person did and why it helped the department, organization, or company. Finally, thank the person. Ironically, the less you smile when praising, the more sincere it sounds. (Of course, you should be sincere to begin with, and you should smile just a little bit.)
8) When giving correction, do so privately
Conversely, if someone messes up, talk to them about it behind closed doors. When doing so, focus on the issue, not the person. Try to avoid words like "you" and "yours." Instead of, "Your program caused the system to crash," consider, "Program xyz [which your subordinate developed and supposedly tested] caused the system to crash." Focus on the actions that caused the problem and help the subordinate learn from the situation so that the same issue doesn't occur again.
9) Serve as a buffer for your staff
Unfortunately, you may run into upper-level managers who insist on micromanaging. They will visit your staff and issue directives that might clash with yours. As a result, your employees will find themselves in an awkward situation, unsure of how to react. When that happens, you must step in and make clear to upper management that the chain of command works in both directions. You wouldn't want your staff going around you to complain to your bosses. Neither, therefore, should the opposite occur.
Yes, stepping up could be hazardous to your career, so be diplomatic and tactful when you talk to your bosses. Focus on the benefits to them on observing the chain of command, rather than criticizing them for disregarding it. After you've had the talk, make sure your staff knows about it. Even though the grapevine probably will have alerted people, it's still good to remind your staff that you have their back.
10) Don't micromanage
Just as your bosses shouldn't be micromanaging, neither should you. If you've staffed your team with competent people (and if you're a first-line technical manager, you have strong technical leads), you should be confident that they know what they're doing. You don't have time to do the job of each member of your team anyway.

At the same time, be alert to clues that you might have to step in. Are others talking to you about a co-worker's performance? Are you getting evasive or unclear answers in meetings or conversations? Do you have an uncomfortable gut feeling about a project? In those cases, you might have to take a more active interest in your subordinates' work. However, pick your battles carefully.

10 ways to learn new skills on the cheap

By Jerry Loza
The one thing we know for sure about IT is that the technology is constantly changing. Staying current with that technology, and acquiring the skills to support it, is a career necessity. Whether you simply need to learn the latest techniques or you want to completely retool, if your employer or client does not fund the training, it could be very expensive for you. Fortunately, there are some low/no-cost alternatives to conventional training programs that might even be more effective and be a better fit for your learning style.

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1) Public library
As obvious as this resource is, I am always surprised at how many people never think of it. Though some of the material may not be the latest, you might be surprised, especially if you have access to a fairly large metropolitan library. Do not forget about videos and DVDs either, especially for training on less technical, common applications, such as QuickBooks or Microsoft Access. If you are looking for business or methodology training, you may also want to look for audio books. You may not be able to find detailed information on the Rational Unified Process (RUP), but Six Sigma and other initiatives in which your company or client may be involved may well be there. Audio books also enable you to convert idle drive time, or exercise time, into a value-add for you and your client.
If you are stuck in a small town with limited resources, consider approaching a larger library system to become a guest patron. Many times this is available to the public for a fee, but your local library may also have a reciprocal agreement with them, in which case access to the other library system may be free. Also, if you do teaching at a school of any type, you may be granted access to a library system if you can show proof of your status as a teacher.
University libraries are another rich store of material from which you can learn new skills. But unless you are a student at the school, it may be less than straightforward to check out materials. If the university is state-funded, you might be permitted to check out material if you are a resident of the state. If the university you approach does not permit you to check out material, you can always make a routine of camping out there for a couple of hours each week and learning on the premises.
2) Company library/resources
Many companies have their own libraries and training that are available for the asking. Training is usually a part of human resources, so you might start there if the company doesn't have a formal training department. If you are an independent consultant, does your client have a library you could tap into? It has been my experience that clients are generally quite willing to open up their training to outside consultants, especially if the training makes the consultants more effective in working with them. If there is a cost associated with the training, however, reimbursement can be complicated, as clients usually lack a process for accepting that type of payment. Very large companies have particularly difficult time accepting money for training, but do not give up. Your client's department may still be willing to carry your training if they see a material benefit.
3) Vendor training
It is to a vendor’s advantage to have you use their product, and use it effectively. To that end, many vendors offer training for little or no cost. This training is made available in a variety of formats, including:

• Training sessions at conferences and trade fairs
• White papers
• Online tutorials
• Online/on-demand videos
• Special Training Events

Yo will not find a five-day intensive training session available for free,but you can stilllearn quite a bit from these free vendor resources. The more prepared you go into a vendor’s event, including being armed with questions, the more you will gain from the experience.
4) Podcasts
Podcasts are becoming increasingly popular among the typical channel of technical media and vendors. They include product information or interviews with experts in a particular field and tend to cover fairly narrow topics, such as the software quality topics offered by StickyMinds. There are also a number of resources from more public sources, such as iPod and YouTube. These may come from a number of academic sources, or they may be the product of someone who simply has a passion for the subject.
5) Webinars/webcasts and virtual trade shows
One of the greattest developemenets for people who actually have to work for a living, webinars and virtual trade shows offer a no-travel way to accomplish in an hour what used to take an entire day. Virtual trade shows are not as well attended by vendors as live trade shows, but as vendors figure out how to use the new venue, I expect more will start to join in. Advantages, besides the obvious lack of travel and enormous time savings, include having a fairly narrow topic focus and relatively easy access to representatives. There are also some pretty awesome networking opportunities, as well. Webinars usually consist of an industry expe
the sponsoring vendor. The product typically has some tie to the overall topic, and many times, the product information portion of the webinar may be as informative as the general topic portion. If the sponsor has a broader interest in the industry, such as an association or a publisher, the entire webinar may be information-oriented, with no product application. Various webcasts can be found at TechRepublic, as well as at other publishers.
6) Associations and user groups
National organizations typically have a number of resources that you, as a member, can participate in. These may include online libraries, peer forums, and training courses. There may be a cost associated with some of this training, and access to some of the resources may require a paid, or premium (read: more expensive), membership. But when you consider that a membership to the Association of Computing Machinery, for examcan give you access to more than 1,100 books online, in addition to their journals and proceedings, it might well be worth the annual membership fee.
User groups, or other local groups that share your interest in a particular topic,offer a great forum to learn and share information for little or no cost. Special interest groups (SIGs) within the user group offer further topic specialization and can be a tremendous way to learn or be mentored. Check with vendors that interest you, as they may maintain a list of user groups in your area that relate to your product. Microsoft, for example, has a site with user group information, as do other major manufacturers. Consider, also, simple word of mouth and the “community calendar” section of your local paper to find out about upcoming meetings of groups that may interest you.
7) Volunteering
The best way to learn is by doing. However,most companies are not willing to pay you while you learn.If you have all of the books and tutorials, but just need to get your hands dirty, why not volunteer to do a project for someone for free? Churches and nonprofits might need some work done that you can help with.A new Web site, adonor tracking system, or automation of monthly billing are all things that might benefit them and can give you the hands-on experience you need to approach a prospective employer or client. This is an especially good approach if you are trying to retool yourself with some new technology, or atleast a technology that is new to you.
This same approach can be applied in an incremental fashion with existing work you may be doing. Can you work a littel beyond your current job description? If you are working within an old development methodology, for example, but want to try what you have learned about RUP, redo a portion of your work in the style of the new methodology,such as use cases.There is nothing like trying a skill on a real project to give you a real sense othe process, and sometimes a real sense of how much you still need to learn. Who knows -- besides getting sgreat experience, you might even start to convert your team to the new process (but don't get your hopes up).
8) The Internet
Who has not Googled to learn more on a topic or to clear up an office dispute on the origins of some phrase or song lyric? This same resource is a great learning tool. A simple topic search can produce content from college courses, vendor training, and government information sites. Don't be surprised if some of this content offers better explanations than some text books.
Online publisheres are another great source for information to enhance your skills. Consider dropping a topic that interests you into the search field at a site such as DevX, and you may be surprised how much detail you will find.
9) Continuing education
Continuing education programs, also called adult education or community outreach, offer nondegree classes that are generally conducted in the evening for a modest fee. Besides the stereotypic class on how to weave a basket,many programs also offer database, networking, and a number of other technolgy classes.Many of these programs are run through high schools and colleges, so if you are not aware of any programs in your area, start by checking with your local high school, career center, or universaly for contact information.
10) Community college
State-run community colleges generally offer a number of affordable classes you can take without seeking a degree. Many of these colleges offer technology and programming classes. Because you have probably not taken the prerequisites for the class, you may need the permission of the instructor, but that should not be a problem if you are already a professional in the field. These programs are usually far less expensive than your typical week-long vendor training and are usually scheduled during the evening to minimize the impact on your workday. There may also be for-profit community colleges in you area. But since they may lack public subsidies, be prepared to pay substantially more for their course offerings.

10 reasons IT certification will be important in 2009

By Erik Eckel
Many technology professionals believe IT certifications reached their peak during the height of the dot-com boom. But such a mindset may well prove shortsighted. The subsequent dot-com bomb led to an exodus of certified technicians from the industry. Then, as the dust settled, IT certifications were reworked. Accreditations were better mapped to real-world needs and expertise. Program flaws were eliminated. Training programs improved.
Now, in turbulent economic times, IT certifications will provide more relevance than ever before. With unprecedented bailouts, widespread cost and workforce reductions, and a slew of new platforms being released, IT accreditations will assume renewed importance in 2009. Here are 10 reasons why IT certifications will prove important in 2009.

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1) Job retention
Organizations are laying off employees at alarming levels. When wildly successful franchises such as the National Football League downsize 10 percent, you know the economy’s in trouble. When faced with difficult personnel decisions, organizations generally try to retain the most skillful and knowledgeable employees. Certified IT pros have a credible advantage over their colleagues. While holding a current IT accreditation is no guarantee against being laid off, the more education, expertise, and skills you can demonstrate, the better.
2) Salary maintenance
Many organizations—and city and state governments in particular—are asking employees to accept salary reductions. Whereas staff may have grumbled over a scant four or five percent salary increase a few years ago, today many are being asked to cut their compensation by those amounts.
Holding current IT certification does not guarantee you won’t face salary reductions. But possessing specific certifications—including A+, Security+, Microsoft credentials, and other accreditations—often qualifies employees for higher pay grades. Thus, when forced to accept a salary reduction, you're more likely to be earning more than your non-certified colleagues.
3) Hiring and promotion eligibility
Despite the economic downturn, some companies are still hiring. Others are actively promoting from within. Recent headlines prove medical facilities, health insurance companies, and manufacturers, among others, continue expansion efforts.
Significant competition exists for these open positions. With unemployment exceeding six percent, a number expected to grow in 2009, jockeying for good jobs will only increase. If your resume is bolstered by new and timely certifications, you'll gain an advantage over others applying for the same role. For better or worse, in cases where two otherwise equal candidates are competing for the same lucrative job offer, one applicant’s certifications could prove the deciding factor. Certification may even be required to apply for the position.
4) Career improvement
Many technology professionals feel they’ve done all they can do as a support technician or network administrator. They may be working in positions where they’ll receive no additional responsibilities, pay, or challenges unless they move up the corporate ladder.
IT certifications can certainly open the door to such promotions. By completing project management training and proving command of the fundamentals by earning a Project Management Institute (PMI) Project Management Professional or CompTIA Project+ certification, an administrator can demonstrate initiative and expertise in an effort to win a project management promotion. Likewise, a support tech might leverage a Microsoft Certified IT Professional (MCITP) accreditation to gain a new position as a server administrator.
5) New-generation certs increase relevance
Certifications are receiving a boost from considerable reworking. Many organizations, including CompTIA and Cisco, are revamping and redesigning exams and instructional initiatives. And Microsoft really stands out due to the variety and impact of changes made to its training and certification program.
Microsoft’s new generation of certifications -- including the new MCITP, Microsoft Certified Technology Specialist (MCTS), and Microsoft Certified Professional Developer (MCPD) accreditations -- map directly to real-world needs. The MCTS, for example, measures a candidate’s skill, knowledge, and expertise deploying, maintaining, and administering specific Microsoft platforms.
Microsoft’s new MCITP credential, meanwhile, is aimed at helping organizations meet specific staffing needs. The certification is designed to demonstrate expertise within job roles, such as server administrator or desktop support technician, thereby better enabling hiring managers to spot qualified, well-targeted candidates.
To keep these new-generation certifications relevant, Microsoft is expiring new credentials when mainstream support for the corresponding technology platforms is retired. Those changes, combined with the introduction of classroom and lab training requirements for new higher-level certifications, are helping put the shine back on IT certifications in 2009.
6) Organizations will become more discriminating
Consultants can benefit from IT certifications in 2009, too. As clients more closely guard expenses and become more discerning, organizations needing to outsource computer services and support will want to ensure the firms and technicians they hire are competent. IT certifications are a great method for consultants to demonstrate their skill, knowledge, and expertise to potential clients.
7) New products will gain momentum
A slew of new products is sure to gain momentum in 2009. Microsoft’s 2008-branded server products lead the charge of new technologies that will gain market share throughout the year.
As organizations begin replacing older or failed equipment with these new products, and as myriad other factors require that the new platforms be deployed, these organization will seek qualified IT technicians, managers, and consultants to plan, deploy, and administer the upgrades. If you can demonstrate your skills and expertise with these platforms, you'll be better positioned to provide those services. By becoming certified on new technologies that gain traction in 2009, you'll not only strengthen your resume, but you'll also position yourself well by aligning your expertise with these new products.
8) Organizations must minimize downtime
Server, desktop, and network downtime, as well as mean times to repair, must improve. This is true for most every organization, but especially for those that have reduced staff, as fewer employees are available to pick up the slack when errors or failures occur.
When running lean, as many companies have been forced to do, remaining employees’ workloads are often increased. Thus, it’s imperative that organizations fully utilize remaining staff.
IT certification programs are one method of ensuring that staff members have the training and instruction required to fulfill specific responsibilities. Employees who are better trained and educated as the result of certification efforts will be less likely to commit errors that lead to failure. And when outages do occur, the corresponding education and training will prove helpful in speeding recovery.
9) Organizations need to reduce costs
When sales or funding levels dive, reducing operating costs becomes critical. During periods of recession, organizations are obligated to maximize efficiency. As a result, productivity requirements become greater for each worker.
From a cold and calculating perspective, IT certification is one proven method for leveraging an organization’s salary expenses. By ensuring that technicians have specific skills via training and certification programs, whether those skills target desktop support or network design and optimization, organizations know that IT certification efforts help maximize ROI.
A Kotler Marketing Group study published by CompTIA revealed certifications enabled organizations to reduce expenses, identify knowledge gaps, and improve productivity. In addition, certifications proved helpful in improving uptime and reducing turnover.
10) Confidence proves handy during turbulent times
If nothing else, during periods of stress and upheaval, it helps to have confidence. While you can’t insulate yourself from major economic trends, you can leverage certifications to know you've taken prudent steps to keep skills current and make yourself an attractive employee, both to your current employer and to prospective hiring managers, should a pink slip arrive.
Some 75 percent of IT professionals responding to the Kotler study said their CompTIA certifications make them more attractive to employers, while 84 percent believe they now have the skills necessary to fulfill a job’s requirements. Further, some 93% agreed or strongly agreed that customers felt they are in good hands when working with them, due in part to their certifications.
With numerous other factors seemingly out of your control, IT certifications present at least one element you can command. In an age of unprecedented business and economic turmoil, the resulting confidence boost can only help.

10 things you can do to ensure career survival in 2009

By John McKee
With unemployment rates climbing into the stratosphere and job prospects becoming increasingly tenuous, IT pros need to think strategically and act effectively to keep their heads above water. Here are some recommendations to help you safeguard your career during the months to come.

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1) Make a specific plan
I’m not talking about making a wish list which, like New Year’s resolutions, will be forgotten by the third week of January. You want a plan that has specific goals for your job (what’s the best role for you next?) and your income (exactly how much would you like to be making by the end of 2009?). Writing down your plans makes them concrete, and it's more likely you will attain them.
2) SWOT yourself
Be honest with yourself. Review your strengths -- like what you’ve got that can move you ahead; weaknesses -- like those things you have or do that are holding you back; opportunities -- things you can pursue at the company or in the industry; and threats -- things that can derail you or sabotage your efforts to move ahead.
3) Update your resume
Smart careerists are always ready for the next opportunity. Taking time to review and modify your resume before you want to send it to someone makes it a better product. This is often your first introduction to a new employer or boss -- so make sure it’s topnotch.
4) Invest in your career
Most people forget they really have two jobs. The first is to do what you get paid for and do it better than others. The second is to do what’s required to ensure that your career isn’t left to someone’s wrong opinions that were made in your absence. Be in the office when your boss is. It gives you additional opportunity to let him or her get to know you for things other then the job you're currently filling.
5) Get financially smart
Get involved with managing your financial affairs. Paying attention to money matters is one of the smartest and easiest ways to improve your personal balance sheet. There are many books and online courses on the subject of money management basics. Looking after your financial health doesn’t take a lot of time; but it could save your life.
6) Develop a sense of urgency
Many people think that working hard, being busy, and burning a lot of energy is equal to managing their career and life. It’s not. Developing a sense of urgency means knowing how to pick through all those “to-do’s” and focusing your time and energy on just the ones that count.
7) Look up, not down
When downsizing is the operative word, developing your team is no longer the smartest way to ensure success. Spend less time with your staff members and more time looking after your boss' needs. When you show that you're working hard to make him or her look good, you'll stand out from the crowd. And your boss will be more likely to provide you with the resources that you and your team need to do the job better.
8) Update your skill set
It commonly pays to demonstrate that you are interested in “upgrading” yourself -- and in 2009, your ability to grow may be more important than ever. With unemployment now at record highs, demand for jobs greatly exceeds supply. Not staying on par with colleagues and those vying for your job will be a death knell. Take seminars, do coursework, or leverage other vehicles to get on the leading edge and thus, maximize your personal value to the organization.
9) Self promote
Face it: Often, decisions are made affecting who gets moved upward and who gets downsized without your involvement. It’s important that the decision makers know you and what you are doing. Have regular meetings with your boss or send regular e-mails to update those in charge about your contributions.
10) Look after your loved ones
One way or another, when 2009 is done and over, you’ll still be here and you're going to want those you care about to still be with you. While it’s important to look after your job and career, don’t neglect those who make life most worthwhile. Tell them you care and spend time with them "just for fun."

11 Qualities of Successful IT Managers

Takeaway: To succeed as an IT manager, and to advance your career into the
executive sphere, you need some very specific traits--11 to be exact. From needs
assessment to team building, these are the skills you need to be at the top of your
game.

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I’ve been an IT manager and CIO for more than 20 years and have been involved in the technology profession for over 30 years. In that time, I’ve seen many good IT managers and a few excellent ones. I’ve also seen a fairshare of poor managers.
I believe there are 11 traits that must become the core competencies of any IT manager who wants to have a successful IT management career. While some may argue that there are more, or other, skills that are just as important, I believe from my years of experience that these are the most crucial traits managers need today.

No. 1: Ability to assess needs
All IT managers need to know how to assess the needs of their company as it relates to their technology responsibilities. It doesn’t matter what level you are; you have to be able to discover what the real needs and issues are so you work on the “right things.” Too many managers develop an "IT agenda" because they don't make the effort to discover the objectives and tangible issues of the company. Developing the ability to quickly assess the technology for your area of expertise positions you for more responsibility. Managers who develop initiatives that "miss the target" because they lack strong assessment skills cost companies hundreds of thousands of dollars. Assessing technology needs plays a major part in helping your career advance.
No. 2: Ability to create a vision
To lead, you have to identify your target and create a vision for your staff of where you want to be. To lead, you have to take charge and point the team to the desired destination. Managers who can develop and articulate a vision to their staff can accomplish great things because people will follow them. Communicating a vision tells those around you that there is focus and that you are committed to take the organization to a specific destination.
No. 3: Ability to create the plan
Once they know where they want to be, successful managers know how to develop a plan that will get them there. That means choosing the right priorities for the situation and developing plans that are aggressive but achievable. Planning is an essential ingredient for a “high achiever” manager, but too many managers fail to plan. Instead, they react, accomplishing much less than what the organization is capable of. Having the ability to develop a plan that addresses company goals and objectives positions you for more responsibility. Planning denotes a sense of being proactive vs. reactive.
No. 4: Ability to build the team
Successful managers know the importance of building a team that has depth as well as skill in critical areas. A successful manager must know how to improve an existing team, as well as how to build a new one from scratch. Every good manager I’ve seen has the ability to build the right team for the issues at hand and can anticipate what will be needed in the future so that the team is prepared for new challenges. Strong career managers are effective career builders of people. They understand the importance of career and use career building as a tool to develop a stronger team capable of operating more independently.
No. 5: Ability to focus the resources
Focusing IT staff, money, and technology resources on key priorities of the company is essential to achieving success. The technology resources must be focused on initiatives that are in sync with company needs and objectives, and they must deliver in a productive, cost-effective manner. Career-minded people at any level understand the need for strong focus.
No. 6: Ability to implement a "client service" mindset
A high level of client service is essential for any IT organization. Successful managers create a culture that places customer issues first—whether the customers are internal users or external clients. Great IT managers know the reason they have careers is because people need the technology and support services that they provide, which is why successful IT managers build excellent client relationships.
No. 7: Ability to manage projects
The cornerstone of any IT manager’s job is that the organization can deliver project initiatives in a predictable and cost-effective manner. Effective project management discipline must be a key part of any manager who expects to succeed. Regardless of your career direction, strong project management skills will enhance your opportunities.
No. 8: Ability to implement change management processes
Technology, by its nature, demands rapid change. Every IT manager needs to be able to understand how to effectively implement change, whether it’s swapping out a PC, upgrading an entire network, or developing and installing new software. Failure to manage change effectively will cripple any manager.
No. 9: Ability to lead and motivate
IT organizations don’t get a lot done unless they are motivated. IT managers who can create significant momentum by virtue of strong leadership and motivation techniques always achieve more than those who can’t. Getting things done through others is a key skill required for management success.
No. 10: Ability to communicate effectively
Successful managers can communicate on many different levels with all types of people. More than ever, career success is highly dependent upon effective communication skills. Getting your message across to technical staff as well as nontechnical clients, being able to manage expectations effectively, and “netting out” issues and project status with senior managers are necessary skills that prevent many managers from achieving high levels of success. IT managers who achieve the greatest career success are those who can communicate effectively with all levels of people: employees, peers, internal and external clients, vendors, and senior management.
No. 11: Ability to track and measure performance
It’s important to set objectives and be able to measure your progress. Successful managers establish specific measurements that tell them and others how well the organization is doing and provide feedback that helps managers “zero in” on issues that will improve the organization’s performance.

In conclusion
The best managers, and the ones with successful careers, have each of the above-mentioned skills, and their competence transcends the technical organizations and companies that they work for.
Granted, there are other skill and career traits that promote advancement and success, such as working proactively, having strong follow-up skills, and being able to negotiate with vendors successfully. But when you dig down into the core competencies of a successful IT management career, these 11 tend to stand out.
Forging a successful IT management career is one of the most challenging feats in any company, because the role is constantly changing and being heavily scrutinized by all. Developing each of these 11 traits as a core competency within your personal makeup will help you achieve much higher success levels and will position you for greater career responsibility.