Such abilities are highly useful but no longer sufficient for those charged with managing the IT infrastructure, providing and coordinating appropriate support services. Maletz and Katenbach 1 in a recent article, set forth ten principles for building managerial capability that are worth considering. Focus on skills that can be developed, rather than traits or intrinsic personal attributes. Individuals can learn techniques to improve conflict-resolution skills. They are not likely to learn concepts that will significantly change their personal values.
People can learn methods for better managing their use of time.
They are not likely to become more charismatic personalities. Identify specific communities within the organization that are critical to achieving results and concentrate there first. The areas that immediately come to mind are those that provide direct client support and those that ensure routine functional operations. Staff that directly interact with clients have more to do with establishing positive or negative perceptions of the organization and with helping create realistic expectations than any other group. Consider several elements of development including training, mentoring, coaching, and special assignments.