Textbook management practices don't always work in IT disciplines. Here are some strategies for tech professionals who find themselves in a management role.
You can throw out the standard management textbooks when it comes to managing highly technical disciplines in IT. This is a province where the best people skills among staff aren't very impressive if you don't have the technical acumen yourself to stay with them in technical discussions and decision-making.
People who have made their careers with their technical prowess are doers. They probably dislike meetings and collaboration, and may even consider them a waste of time. They tend to be introspective, and may be perfectly comfortable residing within the silos of their expertise. They also aren't always open to new ideas if the ideas challenge their vast bastions of experience.
The plot thickens when you look at the managers of these highly specialized areas. Many come from technical ranks, which makes sense, since the focus of their workgroups is highly technical. Often, these work leaders are appointed to manage, but they aren't comfortable with the role. They prefer doing the
