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A Management View of my previous contract PDF Print E-mail
Written by David Noel-Davies   
Wednesday, 19 March 2008

As I come to the end of another contract, I remember hearing a quote from a FTSE 100 IT Director I had worked for previously saying that teams work for each other in their immediate IT team first, their overall IT team second and the company at large third. Get the team dynamics wrong and you lose your first and arguably key motivator. Whilst many may say salaries are the key motivator for a lot of people, I would argue they are wrong. Salaries have to be competitive, but for quality people they become largely irrelevant in day to day happiness; salaries are therefore paradoxically a key de-motivator. Therefore while it’s important to ensure your staff are paid at an appropriate level, don’t waste time worrying about pay beyond that...


 

most Importantly, You should worry about the mix of skills and temperaments you have and the support infrastructure to help and protect them. Do you have too many dominating decision makers, not enough detail people? Too many "ideas people" and not enough "do-ers"? Do you have staff who can complement the failings of other staff? People who are not good with paperwork, or staff who are not good at dealing with people, complimenting other people who may not be as technically able but can handle the people and paperwork far better. Importantly they all, in general, get on. They respect each other's abilities and faults. When the proverbial hits the fan, they pull together even if there is little some of them can do other than make coffee (Todd!).

Whilst the business looks at my recent Project implementation, on budget and to a very aggressive timescale and see the success of the project management in the roll-out, I see the success of my team in the way they have come together in a very short timescale to form a very close and coherent unit. That, to me, is success.

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Last Updated ( Monday, 10 November 2008 )
 
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