Career advice: Running projects across time zones

One of our Premier 100 IT Leaders on the future of IT, steering a co-worker away from talk about politics and more

By William A. Sztabtnik, Computerworld |  Career, Careers, IT management

On the other hand, the CIO may not understand the impact of his changes. Find a way to constructively show how the results are affecting your business. Utilize nonsubjective data such as metrics to build your case. Let the facts tell the story. My guess is that you may find out that the CIO and you are both worried pretty much about the same things -- that is, making your company a better place.

My son, who's still in high school, is thinking of studying computer science. I'd feel good about him emulating his old man if I didn't feel so negatively about this industry's future. If you were in my shoes, what would you tell your son? I'm a firm believer in following what you like to do and then figuring out how to make a living doing it. I wouldn't dissuade anyone from following his own instincts based upon any negative feelings I might have. Compared to many industries, I think technology has fared quite well, and there hasn't been any shortage of new opportunities. In fact, technology is a catalyst for industry and commerce in difficult times. I would start a dialogue with your son and ask him what he is looking to achieve in life and why he thinks this field will help him achieve them. If you think your son has incorrect expectations, you might want to point them out, but only after careful consideration. Everyone has the right to experience life firsthand, including your son. I wouldn't want to steer the next Bill Gates or Steve Jobs away from the next big thing!

I work for a small but fast-growing outfit -- fast-growing everywhere but in IT. It's pretty much a one-man shop. I've tried to get funding for some help, but no luck. Any advice, other than find another job? That's on the table, of course, but I'd like to see whether I'm overlooking any options. It looks like you need to start marketing yourself internally and communicating the merits of IT -- what both of you together can accomplish for your company. Do you have an internal Web page that lets the rest of the company know what services you provide? You need to get the message out that IT can be the differentiator your company needs and that you are the one who can make it happen. Set up a face-to-face meeting with key managers in your company; they may not be aware of what you have to offer. Show them how you can help them. Put together a business case for new things you want to do. If possible, show the return on investment the company might achieve by adding staff or contract help. But be prepared to spring into action when you get feedback! Overall, get the message out!


Originally published on Computerworld |  Click here to read the original story.
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