One of the most crucial and occasionally most challenging facets of a leader’s job is holding individuals responsible. How well CIOs keep their IT employees responsible frequently determines the outcome of a project meant to advance a company. That may be tough.
Tech professionals are in high demand, but they may also be selective. According to a 2022 press release by Gartner, only 29% of IT employees worldwide are highly motivated to remain with their present organization.
IT professionals are quitting their employment, like many other workers during The Great Resignation, for various reasons, ranging from a dearth of workplace flexibility to an incompatibility with their supervisor. Accountability, however, is a need for all successful businesses. CIOs tasked with this crucial role need to make the most of their bright employees without alienating them in order to accomplish projects on time and under budget. This calls for excellent communication, considerate management, and careful interaction with important team members.
Here are three tips for approaching team accountability.
It requires bravery for the leader creating the plan to be receptive to team ideas and to believe in outside expertise. Creating and sharing a feeling of accountability for the project path is one of the goals of checking in. A crucial source of information on the effectiveness of the team and potential assistance requirements may be found by regularly checking in.
Consider the importance of checking in before a deadline, for instance. The IT leader must think about pressing the developers a little if, for instance, they estimate they will require at least three days to complete a crucial task: “Let’s check on it in two days to see how it’s going and whether they need extra time.” In this manner, they have both admitted that three days might not be sufficient and have moved closer to the deadline to reevaluate progress.
Anticipate the unexpected
A leader’s responsibility is to maintain composure in the face of sporadic clouds and thunderstorms while seeing the situation from 30,000 feet. IT leaders can effectively leverage the potential of their team and produce outcomes by doing so correctly.
No journey or task can be completely predicted. Since so much is at stake, it is paramount to communicate in a clear, precise, and consistent manner. The process of managing a project is not linear and systematic. IT leaders must keep an eye out for any problems and identify any potential internal or external attacks on their team. It’s more like operating from a turret.
Strive for alignment
Utilizing a person’s skills inspires them to do more than what they believe they are capable of. Suppose the team members are already invested in the project and dedicated to realizing its objectives. In that case, they are in a great position to motivate their teammates to push themselves to the maximum.
IT executives should also prevent themselves from pushing themselves too far. They need team members who share their vision rather than critics who try to add their own needs or professional interests to the work at hand.
IT leaders need employees with a broad understanding of requirements and flexibility. The team members should be aware that occasionally pushing themselves to the limit is essential to complete the necessary job. Accountability takes care of itself when that occurs.