IT Leadership: Five Effective Strategies to Mentor Rising Stars

IT Leadership Five Effective Strategies to Mentor Rising Stars-01

Rising stars are excellent performers and a valuable asset to any leader. However, if IT leaders are not careful about how they manage them, they might simply lose them to a competitor.

IT leaders and managers should be proficient in an ever-growing list of technical essentials, as well as think and function as part of the business, forming connections and gaining trust from key stakeholders. IT leaders should improve their business language skills, as well as increase their empathy muscle by recognizing how technology affects a stakeholder, acknowledging the suffering associated with it, and conveying that they are aware of it.

Unfortunately, some of the relevant abilities may be lacking in the next generation of tech executives – and it isn’t always their fault. To say the least, they have been extremely busy during the last two years. That next level of leader is simply not prepared to lead in these ways.

To evolve into the multi-faceted business leaders that their firms require, rising IT professionals require clear instruction, criticism, and encouragement. While seminars and training are beneficial, one-on-one coaching is essential for developing more fully formed IT leaders.

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Here are some suggestions for IT leaders to think about.

Begin right away

There’s no doubt that IT executives are overworked. However, future leaders should be mentored right now. IT leaders should become much more adept at creating their pipeline and skilling their employees early than in the past. So, when it comes to coaching others, today’s IT executives should consider the following: Start sooner, go deeper, and build skills sooner.

Don’t stop at performance management

Performance coaching is a more collaborative approach to performance management. The goal of coaching is to help employees attain their maximum potential, not to satisfy a minimum level of contribution. That necessitates constant communication rather than a once-a-year check-in.

Boost visibility

The demand for talent is great, and leadership flexibility will always be required to meet individual team member preferences and requirements in order to establish and sustain a team of happy, productive, and engaged individuals.

Whether or not their key team members ask for coaching, IT executives should stay in touch with them. Whether the team is working in the office or remotely, the leader should maintain regular personal communication to stay in touch. In these trying times, IT leaders must retain a focus on their team members’ well-being by remaining engaged and appreciative.

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Loosen grip

The next generation of CIOs will never be developed by top-down delegation. IT leaders who want to be better coaches need to improve their ability to collaborate, delegate, empower and ultimately trust the individuals they recruit.

In the next level of leadership, develops critical communication and decision-making skills. It no longer works to keep things close to the vest and make all the decisions – especially in IT.

Be flexible to be agile

Agile businesses are well-aligned with a clear corporate goal. As circumstances dictate, they are always willing and able to evaluate and realign their plan, both internally and externally. This methodology refocuses efforts and resources on new opportunities as the economy and markets change. Disruption isn’t considered a roadblock to success.

Disruptions are used by agile firms to realign business priorities or restructure processes, resulting in opportunities rather than impediments. This past year, a slew of companies repositioned products and added distribution channels to reach out to remote clients. These companies were able to make the appropriate decisions to be competitive throughout the pandemic by keeping an eye on economic, public health, and market trends.

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Umme Sutarwala is a Global News Correspondent with OnDot Media. She is a media graduate with 2+ years of experience in content creation and management. Previously, she has worked with MNCs in the E-commerce and Finance domain