6 tips for developing leadership skills in IT

IT

Some abilities are innate of a leader, but others can be acquired or developed. One of the main difficulties in any sector of the economy is the development of people. Having leaders who care about team building, their technical and professional expertise is a rarity nowadays in companies. However, it is a great differential for the professional who has an interest in growing on a hierarchical scale.

Especially in the IT market, having technical knowledge and accompanying technology is fundamental, however, knowing how to communicate, have good relationships with the team, know how to work together thinking about projects and long-term goals, have a strategic thinking, work Beyond national borders and have a vision of the global market as a whole, are some of the needs sought by technology companies. In the early years in the job market, IT specialists have strong technical skills and must take advantage of that knowledge, accompanying the latest developments and applying day-to-day learning. But when they try to grow at the administrative level, they lack skills, such as those cited above, so that they can recognize them as bosses. Some of these skills can be sought in a classroom, specialization courses, readings, and studies; however, this is a science that needs the combination of theory and practice.

1. Make clear what position you want to occupy

Although a graduate in computer engineering, for example, should not be limited to the knowledge that acquired throughout the years of study and the job market. To reach a leadership position, people need to add new experiences to their curriculum. You need to be clear about the new position and what new skills you will need to learn.

2. Observe other leaders the own boss, the boss of the boss, the owner of the company

What do they have in common? What are its peculiarities? Why are they respected or criticized? How do they behave? How do you commit? How is your communication with the team and how do they deliver functions? These are important information that can be answered with simple observations. Evaluating the qualifications of those bosses who most admire and devise their own strategies is an important skill-building exercise. 3. Talk to the boss himself Letting your superior know that you intend to run for a higher position is important so that he can show you the attributes needed to fill that position and through feedbacks, including informal ones, it is possible to know if you are going the right way. It is also important to note if there are courses in the area that can help you leverage efforts and other desirable skills.

3. Talk to the boss himself

Letting your superior know that you intend to run for a higher position is important so that he can show you the attributes needed to fill that position and through feedbacks, including informal ones, it is possible to know if you are going the right way. It is also important to note if there are courses in the area that can help you leverage efforts and other desirable skills.

4. Look for referrals in other markets

There are groups and communities in social networks, as well as profiles of people and experiences that are worth even virtually. Knowing the ways that made your boss become a leader and reflecting on his way of acting is an option to improve his self-knowledge and outline paths that lead him to positive results.

5. Knowing how to share responsibilities

When more projects and more responsibilities are received, the person begins to be evaluated on how to solve everything, so do not feel pressured or try to solve everything alone. The person who has a leadership profile will share their tasks, taking advantage of each one’s profile in the group and their best knowledge.

6. Be democratic

Listening to the opinions of colleagues instead of bringing the answer ready, is a sign that the person is attentive to what the co-workers say, generating a healthy and efficient discussion on the best ways. Finally, preparing to become a boss is a difficult task and is often imposed on professionals who stand out for their extensive technical knowledge. Some abilities are innate of certain people, but others can be acquired and constructed.

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