Every successful firm has a strong team of leaders who never fail to improve their organizations and strengthen their teams.
According to the 2021 Global Human Capital Trends: Special Report by Deloitte, over 60% of all organizations lack good leaders. This talent shortage may have a detrimental ripple impact throughout a firm: 37% of employees have quit their positions due to poor leadership.
It takes a long time to excel at anything. It’s the same with being a good leader. In truth, being a great leader is more of an art than a science, and anybody can enhance their leadership skills, efficacy, and success with time, effort, and persistence.
Here are three practices that IT leaders can put in place to assist the ship not only stay afloat but also move further and quicker.
Accept diversity of viewpoints
True cooperation necessitates an acceptance of differing points of view as well as the many methods in which individuals think, act, and invent. When the goal behind the activity is not properly harnessed, collaboration is merely an overused phrase. When done well, collaboration entails not just working very closely with and learning from one another but also nurturing a treasure trove of ideas and principles. Great teams know how to work together, not just amongst themselves but also with other groups. Collaboration entails establishing a fortuitous atmosphere in which people’s interconnectedness generates momentum that propels everyone closer to the goal.
Collaboration that values the diversity of opinion enhances knowledge discovery, particularly when IT executives can align their expertise in opportunity management with others who have complementary or consistent skill sets.
Concoct collaborative objectives
Goals should be explicitly stated and defined from the start. It may take a little additional effort and preparation to get things perfect at the outset, but it pays off big time. For best results, the team must buy into the objectives (so plan them together), everyone engaged must agree on what success looks like (so define comprehensive KPIs from the start), and leaders must recognize and encourage the team at all times.
Restructure teams to break down the siloed work culture
Traditionally, teams have been divided into silos depending on their areas of competence. Back-end developers, for example, are cooped up with other back-end developers. Back-end development, for example, is not the only component of a product or solution. Those siloed teams must continually pause what they are doing to search down and communicate with other siloed teams in order to address the initiative’s whole lifecycle. There is a gap in momentum every time, as people wait for responses. This is a colossal waste of time. Engineers that are talented want to be able to get things done without encountering unnecessary roadblocks. As a result, IT leaders should create teams that can own initiatives from conception to completion within that team. This entails bringing people who would not ordinarily interact on a regular basis, together.
It’ll never be immaculate, and there will always be dependencies that require outside assistance. Despite the fact that this basic reorganization has a significant influence on speed and efficiency, it reduces communication gaps, prevents downstream mistakes, reduces the need for rework, and shortens the overall process.