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As IT is becoming an integral part of the company, your IT team needs to have more than just the right technical skills. Even the most talent IT professional cannot solely rely on his or her technical skills anymore. Behavioural skills are just as important. They need to be able to collaborate with people that are maybe less technically skilled, and need more explanation.
As COVID-19 has proven, many modern technologies have made it easier than ever to communicate and collaborate. But it is important for those developing these types of tools to not forget the key principles of successful communication themselves. Sustainable collaboration is a key driver for successful stakeholder management. With technology being a core component for most organisations and professionals, the requirement to communicate across a wide range of business functions, and persuade and translate technical solutions, is vital. In the current climate, possessing an emotional quotient — a method of measuring someone's emotional intelligence through testing — is ever more important.
With tech organisations often comprising individuals with strengths in different areas, strong people management skills remain a must-have and are necessary for the smooth running of an efficient and inclusive approach to technology strategy. The ability to apply the correct leadership style to a diverse and collaborative workforce to help empower employees, steer productivity and promote growth, within organisations, is a sought-after skill. This is especially true within dynamic working environments, where managers must deploy a range of communication methods to stay on top of progress.
Commentators have suggested that IT leaders need the four Cs: to be curious, competitive, coachable, and composed. Ultimately, though, they are required to bring their leadership skills into a product-centric operating model. The challenges and routine financial pressures faced means that they are expected to consider potential avenues of investment without committing to the business’ return. Decisions like those require a great deal of judgement and leading the commercialisation of these business opportunities in the digital world has become a much sought-after and needed skill.
From its origins in software development back in 2001, Agile has proliferated far wider into the broader business world. Since then, organisations and teams have trialled, embraced, interpreted, and embedded the philosophy and ways of working in varying measures. Almost 20 years on, the 12 principles of agile working remain important for organisations around the world. As a result, the majority of employees are looking for professionals who have an agile mindset so they can adapt and thrive in the increasingly fast-paced environment.
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