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Teaching managers how to follow through

By Belladog ·
I am looking for some insight on how IT managers can learn the critical management skill of following through on their commitments and projects. How bad is the problem and how can senior managers teach their direct reports this skill? Any advice orreferrals to experts?

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how they can learn is not the issue?

by luyasu In reply to Teaching managers how to ...

I do not see teaching as the obstacle to critical management skill acquiring but rather the lack of the fostered pillars to support those skills and its implementation within the organisation.

TSP

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con't 1

by luyasu In reply to how they can learn is not ...

It is not the that they cannot commit and follow through, but look at what is missing in the support of that. The commitment and follow-through requires that supportive structure.

What are the triggers to initiate and drive towards critical management? Does the environment that requires a critical management strategy have a general rule of thumb? No. So, the sector, the type of business, must prevail.
Can you provide more information? An interested subject.

TSP

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Know your limits

by Dilbert! In reply to Teaching managers how to ...

In my experience - Project managers often over commit themselves to the stage where they are unable to "follow through". The key to me is to ensure that the manager does not over commit themselves.

Other mistakes are that the project manager is so busy that they simply forget a commitment that they have made - This is an easy one to contain as it basically involves getting a project manager to keep an active work list that gets reviewed daily.

On occassions I have committed to certain things only to find out that this is not possible due to technical constraints etc. The best advice I could give with this one is to keep the "customer" informed. NOTE that I use the term Customer loosly - this includes other departments, external customers or even individiuals.

Other scenario's that could prevent the "follow through" occur when the Manager needs budgetary support that is simply not available to them. In this instance again keep the customer fully in the picture. Sometimes this actually releases more funds as the customer may decide to fund the project.

This is all in my opinion - I would be grateful to know if it has helped anyone.

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Organizing is Key

by mbrown In reply to Teaching managers how to ...

I lead a group of 33 people involved in support, development & infrastructure. The key piece for me is having good support people on our team ... ones I can count on and trust.

Some keys I use are task lists - to identify the larger tasks to be done

Sticky Notes for incidents to keep on top of

Using email "Mark as Unread" to highlight the items to follow up on.

Whenever we discuss issues with clients, particularly those internal and there are budget issues, no commitments are made until I confirm we have the funding to follow through. If we need a shared purchase, I get written commitments first. Often our staff are concerned with the timelines but I clearly explain the process to all concerned. While they do not necessarily like the time it takes, they understand the restrictions of requiring buy-in from others.

Hope this helps

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