Question: Professionally I customize software modules on a well-known software package. The version we are working on is one version back and about a year old. Is continuing to work on this old software version hurting my professional marketability?

The short answer to your question is no, not yet, unless it was a major release that is being quickly and widely adopted.

The longer answer is that, in my opinion, a techie’s skill set from a marketability perspective has a two year half-life. That is to say, that the exact set of skills you have today will only be half as marketable two years from now.

User-Computing, previously called “Shadow IT” until the term was reused by the cloud and cybersecurity community, refers to people outside of IT performing IT-related tasks, such as programming, SaaS application customizations, and other similar activities.

AI brings with it another whole new set of end-user tools that can be used by the non-IT community to automate processes, enhance productivity, and work with data.

This webinar discusses these realities from an IT perspective and provides various ideas on how to assure these activities are properly monitored, secured, and production ready.

Fish tanks? Does this sound strange or what? This is a phenomenon that we have all seen, and the higher level the manager, the worse it gets. People watch, listen and try to figure out the intentions of the managers above them.

For example, a senior manager sees you leaving the office at 6 p.m. one night and says to you, “Good to see you have been working so hard.” Then you try to figure out what she meant. What did she mean?

The question:

I was just promoted from Senior Software Developer to Software Development Manager. What things can I do to motivate my team?

The answer's beginning:

First, congratulations on your promotion. I also started my career as a programmer and found the move to manager to be exciting, thought provoking, and sometimes a little bit scary. As a bad take-off on my favorite old soft drink jingle, “I’m a techie, you’re a techie, your staff are techies too.” As a result, think about the things that motivate and excite you professionally. Many of these same things may also motivate and excite your staff. Over the years I have found that if I simply treat my staff like I would like to be treated, I’m doing most things right. Specifically to your question . . .

To be an effective manager, your team doesn’t have to like you, they don’t even really have to like working for you, but they do have to trust you. Otherwise, they will spend more time trying to protect themselves from you, rather than using their creative energies to follow your instructions. In short, you must be able to trust your group and they must be able to trust you.

Trust is an interesting thing between a subordinate and a manager. The manager has to take the lead and should consider doing the following. . .

The question:

Help! I'm an IT Software Development Manager and was just asked to make a formal 30-minute presentation to senior management on the business intelligence system we just built. What do I do?

The answer's beginning:

First, congratulations on the new software you built. If you were asked to present it to senior management, then it must be very good. Well done! To your question regarding your upcoming presentation, consider the following:

Whether you’re a CIO, IT executive, IT Director, or IT Manager, properly preparing those reporting to you to take on additional responsibilities and more senior organizational roles is key to your team’s and personal success.

This video discusses how to identify those ready and willing to be promoted, nurturing those who need additional training, knowledge, and skills prior to taking their next professional step, and how to use this knowledge to maximize your team’s effectiveness and your professional reputation and growth.

The old manager left, and they had to pick a new one. You had more experience than most of the people in the group. You also do great work, are often asked for help by less-skilled team members and are viewed as a team leader. As a result, you were promoted, and now you’re the manager!