A computer dictionary defines geeks in many ways such as an individual who enjoys computers and technology; someone who is always immersed with computers; or a computer expert or enthusiast.

For the IT manager, it is important to be able to effectively lead a team of such geeks in an organisation. However, leading the geeks requires leadership skills that are different from the leadership approaches taught by traditional and academic management consultants and books.

So what is so unique and different about leading geeks? This article describes five important tips that IT managers must keep in mind, when taking up a leadership role.

Accept them as peers: It is important to acknowledge and accept that many of the techies you are supposed to lead are often smarter and more talented than you. Also, many of the techies you lead, whether you like it or not, are technology leaders in their own right.

Hence, first switch off all intimidating components of a boss-subordinate behaviour. They are a clear turn off. For example, do not use usually irritating statements like, “don’t come to me with problems, come to me with solutions,” or “I know the solution, but I want to hear it from you,” or “show me the business value.”

Speak their language: You can earn the respect of your team members only if you are able to converse with them in the language they use. You may be a good and kind person, but if you lack the required knowledge and advisory skills to coach, mentor and supervise, you can agitate and de-motivate your team members.

Lack of knowledge can often lead to conflicts as you may make unrealistic demands from your subordinates, overload them, or commit to impractical requests from customers. Soon, it will become an ego conflict between the “knowledgeable and the clueless.”

Constant learning is the key: It is understandable that a manager cannot be expected to have an accurate knowledge from day one. However, one must get into deep water to understand the nitty-gritty of the work of a new department, irrespective of one’s earlier experience. And no matter the departments you have managed earlier, there will always be something new to learn every day to keep abreast of the latest trends and happenings in the given industry. You should be able to roll up your sleeves and pitch in if necessary.

Avoid switching topics: Many managers have the habit of switching to some other topic just for the sake of disagreeing or proving a point. For example, if techies talk technical stuff, many managers switch the topic to financial concerns like RoI and business justification. Or, if techies talk costs,  then they drop a googly like, “cost is not a concern when it comes to customer satisfaction,” to throw them off guard.

In other words, some managers disagree for the sake of disagreeing, and introduce a different viewpoint. Instead, learn to steer the topic smoothly towards the desired direction.

Ensure clear communication: This is an extremely important skill that all techies must learn. The palest ink is better than the most retentive memory. Learn to put everything in writing in a clear simple language. Instead of giving speeches, talking or advising for an hour just summarise what you want and how you want in a concise e-mail.

Reduce formal talkative meetings to an absolute minimum. Instead, have quick informal meetings with your team members at their usual haunts like data centres, cabling rooms or server rooms. That way you will get to know their ground realities, practical difficulties, limitations and workloads, rather than have vague ideas of what they do by reading status reports.

Of course, there are heaps of other best practices that an IT manager must learn. However, the above five are a good beginning in case you are not practicing them already. Finally, we can summarise this article with a quote from Thomas Watson who said, “A manager is an assistant to his men.”

---

The author is IT Manager at ANZ OTSS