I’ll never forget the presentation delivered by the IT Developer who wanted to share every single piece of her brilliance with the rest of the room. She lost me after 5 minutes – and I was her boss. The rest of the room had long given up the will to live by the end of the 30 minute slot.
It’s a common challenge that IT project managers and their customers come to us with increasing regularity: how to lead and develop technical experts.
Leadership is an ever-changing landscape because every situation is different. And so are human beings. Yet we need to find ways to lead all kinds of people successfully.
There are common threads however.
- The IT expert who wants to be acknowledged for their brilliance
- Introverts who find it hard to pick up the phone
- Details people who wonder why their five page email doesn’t get a reply
And then there’s the team dynamics. Often teams are seen as fixed for the life of a project and this can damage the ability of the team to deliver. The person you need the most to meet your programme deadlines might also be the most disruptive member of the team.
If someone with a highly theoretical mindset is expected to shift roles and be at the forefront of delivery, it can be a recipe for disaster.
And where does ‘leadership’ fit into all this?
Leaders need to have a practical understanding of the different leadership skills required of them. They need emotionally-intelligent competences. Not just so that they don’t get frustrated when the IT expert wants to show off their brilliance in the middle of a meeting – but so that they can support and develop that individual to use their skills well.
Leaders need to have a flexible mindset. Confident in their judgement, so that, if team changes need to be made for the good of the project, the rationale is clearly conveyed.
The Forton Group was built to support people from technical backgrounds to be better leaders. We’ve worked with scientists, IT and FinTech experts, engineers, medics and more.
What’s common to all these people is a consistent approach to leadership development that they can get their heads around – and apply in the workplace – today.
One that acknowledges their technical leadership and expertise, but helps them develop their relationship and people skills to best effect.
Once we understand, as leaders ourselves, that how we behave, how we model leadership and how we support others to develop – as successful members of the team – has a practical and immediate impact – change becomes much simpler.
Of course, some of them want more letters after their name –which is why we’ve developed a post-graduate level 7 programme in strategic leadership and management. Others just want to understand the foundations and find ways to apply their leadership skills
So whether you need a taster, a 2 day-workshop or a year-long programme to develop your technical leaders, and you want tangibly better leadership, get in touch. You’ll find us at +44 (0) 345 077 2980 option 1, or email firstname.lastname@example.org.