What can IT leaders do to build and maintain the most successful teams?

2.7k views5 Comments

CEO in Software, 11 - 50 employees
Be careful how you walk, because that's how other people will walk. And if you don't show people respect, they won't show each other respect. If you demand respect and make sure that you are on top of everyone—not just the guy you don't like, but everyone—when they say things that are hurtful, or borderline racist, or whatever the case may be, then everyone else picks up on that. Those things are vital to team dynamics.
CISO in Software, 51 - 200 employees
I rely on my teams for my success. That's why you have to get it as right as you can when you're hiring people. I love to use referrals when they're available, but I don't necessarily take people from place to place. I look for someone with the right skill set, one that's different from mine. I've always been a toolbelt IT guy that could do everything, figure out the big picture. But then when it comes to the details and things like that, I'm not so great at it.

So I need to hire the people that can do all the details, like the SOPs and the detailed step-by-steps that we have to document for the auditors that don't get it. The goal is not only diversity in skills but diversity in thought.
CIO in Finance (non-banking), 51 - 200 employees
You need to be transparent to get that trust. I'm doing these moves for a certain reason. You may think that this person is perfect for this, but I know that we have this project that I really need to put that person on, so I need to make some moves. You need transparency so people understand that you have to break a couple eggs to make a cake and these decisions are not personal. 

We always hear things like, " I hang out with this person but I really don't want to work with them." I like to flip the script and at least say, "I can really work with this person but I never want to hang out with that person," because I'm okay with that, as long as they execute against our projects. I understand that today's world is, "We're family, kumbaya, we're all together." But utopia doesn't really exist when it comes to that stuff. It just falls apart.
Associate Vice President in Services (non-Government), 1,001 - 5,000 employees
You yourself take up a new job and you inherit the existing team and are not always in a position to create a new team. But yes you can always build the dream team that work unitedly. This will need walking the talk with them, understanding their challenges instead of thrusting it on them, guiding them on the larger picture of what is needed to be achieved and ofcourse acknowledging their efforts and carving the progress path for them.
General Manager, Information Technology, 11 - 50 employees
Earn your respect by showing how things are done. Empower teams to take informed decisions.

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