How to Conduct Better Meetings
Surveys have indicated that a typical meeting attendee views them as being 2.3 times as long as they should be. Since meetings are vital to a project's success, the secret lies in simply making them more efficient.
A "Secret CIO" post on InformationWeek delves into three key traits for IT middle managers. This article was written under a pen name, so we're left to trust that the writer, billed as "the real-life CIO of a billion-dollar-plus company," knows his stuff.
Here are the traits:
Effective IT managers don't give up their passion for technology, but they learn to subordinate it to reach larger objectives. They stay hands-off when they would rather be hands-on. They spend more of their time talking about the how rather than the what.
You can have the greatest innovation, the greatest discovery or the greatest vision in the world, but if you can't communicate it clearly and succinctly so people understand how it benefits, impacts or affects them, then nobody will care about your innovation.
Or as this post, from the North Carolina State University College of Management, describes having achieved this:
Gone are the days of meetings with marketing experts, financial wizards and operational gurus who look at you as only the "technical guy" or just "the scientists". Now they look to you because you understand the business well beyond your technical expertise. That is a competitive advantage not just for the business itself, but also for the growth and career development of those with specialized technical skills.
An IT manager's staff needs to know that their boss understands their pain and doesn't make unreasonable requests.
It's important to know when to fight for your staff because lost trust is hard to regain.