On 07/01/14 11:13 AM, Ski Kacoroski wrote:
I have taken two companies through the transition from startup (~20
people, 1 site) to more enterprise (~150 people, multiple sites
worldwide) as an IT manager/director. I started with 1 - 2 staff
members and ended up with 5 - 9. Things I would do are:
> ...
As a leader, you are there to mentor staff, act as a project filter and
interface between the other managers and your staff, and provide
guidance on what must be done.
I'm (tech) consulting with a company that's also in the process of
"coming out the other side" of the above. And less so with a few other
companies too (growing, just not as fast).
What Ski wrote is 100% on the ball.
Communication with your staff is a huge thing - it's incredibly easy for
management to stop talking with their staff due to the number of new
"big picture" things they need deal with.
When you don't communicate, people start assuming you don't know what's
going on in the trenches and then lose confidence in you/the company.
That leads quickly into staff turnover issues, which then piles more
stuff onto your plate.
Cheers,
Ross.
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