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    <title><![CDATA[Discussion on Finding the key to your future IT management success ]]></title>
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    <item>
        <title><![CDATA[Which is Better, Skills or Technology?]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-572623]]></link>
        <description><![CDATA[In my case, I believe I have to consider them both equally as I have to deal with each situation on an on going basis as our company moves ahead with downsizing and there are less of us to do the jobs needing to be done.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-572623]]></guid>
        <dc:creator><![CDATA[Paul the Learner]]></dc:creator>
        <pubDate>Sat, 08 Jun 2002 01:32:54 -0700</pubDate>
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        <title><![CDATA[Right on the Money!!]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-254769]]></link>
        <description><![CDATA[I couldn't agree more.  As an Application Manager with a large consulting/outsourcing firm, I can say from experience that we'll never be as technically competent as our staff, nor do I ever want to be.  They would in the trenches every day.  I do too, but my trenches are dug for different reasons.  Mine are there to deal with the more strategic, political, and managerial aspects of leading a superb team of technology professionals.  They don't work with (nor do they want to) client senior executives, our own company management, etc.  They leave that up to me. They work with technology to solve business problems.  I lead them, give them direction, etc.  They're good at what they do.  I'm not too bad at what I do either, but they make me, as their manager, look even better.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-254769]]></guid>
        <dc:creator><![CDATA[mdfeldm]]></dc:creator>
        <pubDate>Mon, 26 Mar 2001 02:18:45 -0800</pubDate>
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    <item>
        <title><![CDATA[Right Career vs Right Employer]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-241364]]></link>
        <description><![CDATA[Well, first let me say that it's very dangerous to live your life always looking at the clouds since you will be prone to the danger of falling off a cliff. There is a word for people who constantly have rose colored glasses on where I'm from, theircalled suckers... But, to give you some slack might I add that the converse is also true, you cannot spend your life looking at the ground because you are liable to hit your head on tree branches. So, the best approach is to keep a level head, chosea balance, and be honest to yourself and others.This leads me to the title of this post, I may or may not be in the correct career path if I were to choose management again, but I really think that it has more to do with the environment that I was in more than my abilities to lead people. See, my past employer fostered an environment of doubletalk, broken promises, and outright lies from the top down. This makes it very difficult to manage effectively and to be honest at the same time. Whenthe CEO down don't reinforce a positive message and back that with action, then how can a manager do this?Anyway, I say that in the proper environment your method may work so long as this is an attitude and culture that is reinforced from the top down. If your bosses are truthful to you and you are allowed to be honest with your charges and still give a positive message to them without lying then more power to you! I didn't have that so I chose to decline the mantle of what my employer thought management should be.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-241364]]></guid>
        <dc:creator><![CDATA[Shanghai Sam]]></dc:creator>
        <pubDate>Sat, 10 Mar 2001 14:33:04 -0800</pubDate>
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        <title><![CDATA[Balance is the key]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-241023]]></link>
        <description><![CDATA[In order to effeciently make use of technology to provide solutions, some level of personal technology skill is neccessary. At same time in order to get the job done, motivational and leadership skills are essential. The wise IT manager should find a balance, as it is people behind the technology.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-241023]]></guid>
        <dc:creator><![CDATA[Shanghai Sam]]></dc:creator>
        <pubDate>Fri, 09 Mar 2001 08:32:09 -0800</pubDate>
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        <title><![CDATA[Be a techie]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-240632]]></link>
        <description><![CDATA[You have missed the point again - I do not lie to my people I just look at life through rose tinted glasses.  Seriously your attitude suggests to me that you are not really in the right job and you ought to stick to being a techie.  People management does not mean being a sales person or a liar. It is all about using common sense and logic to see the best path for all concerned.  If you are being told that you have to achiev more than is possible in normal working hours you have to reflect that to the executives in a positive light.  Heck this is your chance to grow the department so that you can produce more long term.  There is no lie here.  If your staff are not working effectively then you need to spot where bottle necks appear and remove them etc. etc.  If you really believe the content of your previous posting then teh only advice is to go back to being a techie.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-240632]]></guid>
        <dc:creator><![CDATA[Shanghai Sam]]></dc:creator>
        <pubDate>Thu, 08 Mar 2001 22:54:34 -0800</pubDate>
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        <title><![CDATA[Totally Negative management style]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-240629]]></link>
        <description><![CDATA[The content of your mail is an example of why your attrition rate is so high.  As an IT manager you need to lead by example, show the positives and make less of the negatives.  I too work within constraints of what we can pay people etc. but the attrition rate is LOW.  Why?  well I keep a positive ethos in the air at all times.  I will not tolerate backstabbing of any person within the company and I try to integrate the whole team in discusions.   We are so focussed on the technology that thereis no time to think about the problems outside of work, which also stops people wondering as to whether they are worth more etc. etc.The staff I have do not normally work long hours ( although there are exceptions to this rule ) and they are allheavily involved in project delivery.  It is the managers responsibility to shelter them from the effects of bad executive management and always give positive vibes no matter how bad the real situation is.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-240629]]></guid>
        <dc:creator><![CDATA[Shanghai Sam]]></dc:creator>
        <pubDate>Thu, 08 Mar 2001 22:46:55 -0800</pubDate>
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        <title><![CDATA[That's Me]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-240326]]></link>
        <description><![CDATA[I couldn't agree more.  I am the person you discribe.  I started in MIS bursting reports.  I helped create the help desk.  I went into the field when it was IS  and now I'm a Systems Analyst in IT&amp;S department.  I don't want to be the field tech.  Iwant to head the department.  The steps I've taken will provide a solid foundation for growth.  It's important to recognize good people and surround yourself with them.  They will all have different ideas and outlooks so it will require you as the manager to take advantage of the resources.  It will require you to develope a skill and skill must be practiced.  I want to work with people.  I think I can motivate them.  I want to set the pace and move forward as a group.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-240326]]></guid>
        <dc:creator><![CDATA[Shanghai Sam]]></dc:creator>
        <pubDate>Thu, 08 Mar 2001 11:07:33 -0800</pubDate>
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    <item>
        <title><![CDATA[FROM PM TO CTO]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-237433]]></link>
        <description><![CDATA[This article addressed my question of the day: how do I go from a PM to CTO position. My years of experience both technical and personal, add up to perspective and maturity. I see the younger people much sharper at technology, but not knowing how towork. This article asks all the right questions; now we need to figure out how to get from here to there? Internally or start job hunting again.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-237433]]></guid>
        <dc:creator><![CDATA[mefron@...]]></dc:creator>
        <pubDate>Tue, 06 Mar 2001 03:40:47 -0800</pubDate>
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    <item>
        <title><![CDATA[Management]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-233454]]></link>
        <description><![CDATA[This sounds like a reasonable position, part of me still believes one can stay technical it is a matter of priorities.  I have met people in other professions where the focus of their job is not technology and they are able to develop a decent skills set. I don't think it would be easy but I have to think one can manage and stay technical.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-233454]]></guid>
        <dc:creator><![CDATA[bmsjr@...]]></dc:creator>
        <pubDate>Wed, 28 Feb 2001 22:59:57 -0800</pubDate>
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    <item>
        <title><![CDATA[Bet on the human resources]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-226281]]></link>
        <description><![CDATA[This was an article with an interesting perspective. What I do miss is the point of making use of the system before it is upgraded again.I work in a company where the IT manager look upon IT solely as the tools for the &quot;workers&quot; (employees) to do their job. It is important that the tools are there and that they work, but it is just as important that the workers KNOW how to utilize the tools.Motivation combined with education is essential. Let the users know how to work and motivate themto invest time in learning the drill, so they actually save time following the new procedures.Another aspect is the rate of changing platforms and systems with newer ones. By soberly evaluate the actual need of changing a system instead of refining the existing you can often come to the conclution of postponing the change. It is very time consuming for an IT-department as well as for the users to change a system with another. Do not forget all the initial problems and the process of learning how to use and maintain the new system.The actual need or problem can very often be overcome with some extra effort from the IT-department combined with external expertise.THINK ABOUT IT.regardsAsbj?rn]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-226281]]></guid>
        <dc:creator><![CDATA[asbjorn.alveberg@...]]></dc:creator>
        <pubDate>Tue, 20 Feb 2001 23:53:56 -0800</pubDate>
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    <item>
        <title><![CDATA[Keep the blade sharp]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-183896]]></link>
        <description><![CDATA[Why not retain the ability to both think and do?]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-183896]]></guid>
        <dc:creator><![CDATA[CloudG]]></dc:creator>
        <pubDate>Wed, 03 Jan 2001 07:38:29 -0800</pubDate>
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    <item>
        <title><![CDATA[...beats no knowledge]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-183880]]></link>
        <description><![CDATA[Present the Commodore 64 as an IT solution and some managers will approve it and take credit for this &quot;wise&quot; decision.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-183880]]></guid>
        <dc:creator><![CDATA[CloudG]]></dc:creator>
        <pubDate>Wed, 03 Jan 2001 07:28:05 -0800</pubDate>
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    <item>
        <title><![CDATA[Sales]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-183837]]></link>
        <description><![CDATA[I guess that good managers need to be good salespeople then. While I freely admit that I am a horrible salesperson I never thought that it was a required skill in IT. Yet as I make a transition to management I find that nobody cares much about factsand data but about the sales pitch.Well, I never liked salespeople much and I'm a horrible liar. So can I become a salesperson so I can be a good manager, OR, do I even want to be a manager if I have to lie and be a salesperson to do so?I don't know, I think that I should just be a techie again since it seems like there are too many negative skills needed to be a manager.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-183837]]></guid>
        <dc:creator><![CDATA[Packratt]]></dc:creator>
        <pubDate>Wed, 03 Jan 2001 06:45:23 -0800</pubDate>
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    <item>
        <title><![CDATA[One complaint]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-183809]]></link>
        <description><![CDATA[We HAD two useless managers with no technical skills who could not make one single, simple technical decision! (Buy computer system A or computer system B?) The technical staff know their responsibilities; we need no clueless, useless manager/coach/facilitator/cheerleader/spectator. We need technically competent managers who are forward looking to research ways to improve current conditions and plan for future opportunities.We need technically competent managers who have viable plans and goals for information systems implementation and who can make informed technology decisions! And sometimes roll up their sleeves and get their hands dirty.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-183809]]></guid>
        <dc:creator><![CDATA[CloudG]]></dc:creator>
        <pubDate>Wed, 03 Jan 2001 06:25:55 -0800</pubDate>
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    <item>
        <title><![CDATA[Network versus infrastructure]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-182258]]></link>
        <description><![CDATA[I did start as a network administrator then move to a network manager position.  I used to administer a network, now I manage an infrastructure which includes the network (hardware), the people, the security,... I do think this big picture of thing is the key change between the two positions.  As such, your focus/goal should gear to MANAGEMENT not technology.  It took me a while to realize that manager was a job not a title. Being an MCSE myself, I was also struggling with the question of getting re-certified so I could, as you said, keep up with the technology.  However, I realized that I should focus more on finding the right person and keeping this employee.  I had to let go the doing in favor of the thinkingThank you for your article!]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-182258]]></guid>
        <dc:creator><![CDATA[Frenchy3]]></dc:creator>
        <pubDate>Tue, 02 Jan 2001 00:59:09 -0800</pubDate>
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    <item>
        <title><![CDATA[What about Jumping In and Out?]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-182207]]></link>
        <description><![CDATA[While I know this approach is not for everyone, I have had much success with moving between positions, first as a technical resource, then managing those burgeoning resources, then moving into either a different company or department where I can once again regain a technical &quot;topflight&quot; status, and repeating the cycle.This has allowed me such diverse jobs as: PC Support, Mac SupportDatabase AdminSystems Admin (Mac and UNIX)Macintosh Technical LeadNetwork ManagerMobile solutions leadOnSite Support ManagerSr NT administrator??Next??Have any of you tried this method for yourself, that is, moving between management roles and technically proficient or specialized roles and back?I find that after the first time the transition is made full cycle, a newfound sense of competence and self reliance can be found that allows one the confidence necessary to speak in the board room or the bullpen.-My .02,Bill Holmberg]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-182207]]></guid>
        <dc:creator><![CDATA[TestMaster]]></dc:creator>
        <pubDate>Tue, 02 Jan 2001 00:07:38 -0800</pubDate>
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    <item>
        <title><![CDATA[Old Knowledge]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-181226]]></link>
        <description><![CDATA[One more point - over time, not only will your people NOT be amazed by your command of the modem's AT command set, but they won't even want to hear you talk about it.  While they may pretend to listen in rapture, it's usually either politeness or apple-polishing...don't ever believe it's real interest.  Far better to quietly use your experience so that the next time a new fad technology comes around you can feel confident that you've been around this block before.  Besides, you can always get on a discussion group like alt.comp.deadOS and discuss the merits of the Commodore 64 on your own time (I'll be there with you).]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-181226]]></guid>
        <dc:creator><![CDATA[Mark Lemon]]></dc:creator>
        <pubDate>Sat, 30 Dec 2000 09:28:50 -0800</pubDate>
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        <title><![CDATA[Are we talking about 2 or 3 skill sets?]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-181214]]></link>
        <description><![CDATA[From your message, I wonder if we're looking at 2 or 3 different skill sets:1. technical acumen2. ability to direct and motivate staff3. ability to apply technology to achieve business goalsWhat's your take - are those skill sets separate? If so, how do evaluate which is most important?Bob ArtnerTechRepublic]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-181214]]></guid>
        <dc:creator><![CDATA[BobArtner - TechRepublic]]></dc:creator>
        <pubDate>Sat, 30 Dec 2000 07:55:31 -0800</pubDate>
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        <title><![CDATA[Definitely agree]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-181157]]></link>
        <description><![CDATA[I lead a group of technical (network and programming) people. I found that by getting a basic level certification or course in the programming or network/OS areas has given me the credibility needed to lead the group. They know I won't understand the intricate details of their project and routines, but they also know I won't micro manage their daily lives either.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-181157]]></guid>
        <dc:creator><![CDATA[GSpec]]></dc:creator>
        <pubDate>Sat, 30 Dec 2000 04:19:11 -0800</pubDate>
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        <title><![CDATA[Business, Technology &amp; People Skills]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-180883]]></link>
        <description><![CDATA[The goal of any organization is to minimize costs while maximizing profits for the stakeholders.  A good IT manager, with solid business skills, people skills and who is tech-knowledgeable, is the key to any successful organization.  It takes someone with these skills to take business problems and apply existing technologies and technical skill sets to solve the problems effectively.  The technology and the technical skills come and go and are basically commodities.  The talent and skill of theIT manager is to take what exists today and put it to work to solve the true goal of any organization.  Motivated, motivational, visionary, tech-knowledgeable, goal directed should be requirements of any IT manager.  Techie or technowizard should be a desired attribute, but technology changes constantly and may only get in the way of achieving the goal of the organization.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-29663-180883]]></guid>
        <dc:creator><![CDATA[henryeaux]]></dc:creator>
        <pubDate>Fri, 29 Dec 2000 10:42:10 -0800</pubDate>
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