2009 October | Navigating the I.T. Minefield

Archive for October, 2009

Before Disaster Strikes

Saturday, October 17th, 2009

My laptop won’t be stolen. My building won’t burn down. My facility is secure. Our sprinkler system is foolproof. Tornadoes, floods, hurricanes, earthquakes…not a problem. You might even live in a part of the country that doesn’t experience many natural disasters and crime isn’t high. But you are vulnerable! We all think “that won’t happen to me”. Then when it does, we sit there, dumbfounded and woefully unprepared.

Most small businesses that suffer a significant disruption never reopen their doors. Of those that do, most close their doors within 2 years of re-opening. This is one time it is good to be in the minority. Here are six steps you can take before disaster strikes:

1) Invest the time to at least think about disaster recovery for your business (http://bit.ly/2vAUyO) and start to formulate a plan. If you need help or have questions, please ask your service provider. Feel free to ask me if you don’t have a provider.

Which processes are critical to your business?
Upon which technologies (computers, network, etc.) do these processes depend?
How quickly do you need to have service restored?

2) Backup your data. If you’re using a backup appliance which you bought from the office supply store, be sure you send or take the backup offsite. It doesn’t help you if the data is in the office when it is destroyed.

3) Test your data backup by restoring the data. The time to discover the data won’t restore properly is not in the middle of a real disaster.

4) Get replacement value insurance to cover your computers and network hardware and software. Remember, the cost to replace the hardware and software will be at current prices. A cash value policy will only cover the original cost less depreciation. You could end up spending a lot of money out of your own pocket.

5) Document your hardware and software assets. It simplifies dealing with the insurance company and gives you a starting point for replacing the assets.

6) Secure a service provider to support you if you don’t have in-house support. Recovering from a disaster of any size is a complex task. Most service providers are not able to take on ad-hoc recovery requests. You want someone in your corner before you need them.

These are steps every business can take to reduce the impact of a disaster. You will need to examine your business closely to cover any other gaps. Preparing for a disaster is a little like buying insurance. You may never need it, but if you do it’s great to know you’re covered. To download the chapter, “When Disaster Strikes” from Navigating the I.T. Minefield: Straight Talk for the Small Enterprise, go to http://bit.ly/1VAZRX.

Wishing you safe passage through the I.T. Minefield!

___________________________________________

Leslie Knight is a small business consultant with over 20 years of experience in Information Technology management in Fortune 500 companies. She applies her experience in Corporate America saving them millions to smaller entrepreneurial enterprises. She is also the author of Navigating the I.T. Minefield.

If you’d like to purchase a copy of Navigating the I.T. Minefield: Straight Talk for the Small Enterprise, please visit http://bit.ly/SNL4W.

Tags: Business, Disaster Planning, disaster recovery, DR, Information Technology, IT, small business
Posted in Business, Information Technology, disaster recovery | 3 Comments »

Storming, Storming, Storming…Will it Ever End?

Wednesday, October 14th, 2009

The storming phase of development for teams is useful and necessary. It reveals the team’s character, encourages tolerance and respect of each other’s talents and contributions and tests their problem resolution skills. Unfortunately, leaders are occasionally blessed with a team that seems to be stuck in the “Storming” phase of development. [i] If the team feels hopeless, expends a lot of energy complaining or sniping or isn’t solving problems then they are likely stuck in storming. What can you do?

First, if this is a new team, make them aware that storming is a natural part of the growth process for a new team. They will work through this stage if they are aware of it and you provide appropriate guidance. For an overview on the stages of team development, http://bit.ly/3iQlcg.

Next, if this is an established team, look at recent changes. Was a new member recently added to the team? That new member might even be you, the leader. Changes in team composition can cause a team to temporarily regress into storming. Once the new member is accepted and the relationships established, the team will quickly move out of storming and into “performing”.

If the problem isn’t a new team or a change in membership, then look at the conditions that must be present for a High Performance Team to develop. You should:

- Review and clearly define the team’s mission.

- Review and clearly define member roles and responsibilities (including the chain of command).

- Model respect for the team by acknowledging and deferring to another’s expertise, promptly responding to correspondence or turning off your cell phone in meetings.

- Give authentic trust to each member (http://bit.ly/aPvCB).

Assuming the problem isn’t the leadership (look closely at yourself first), it may be time to examine personnel. Some personnel may need to develop leadership skills. Others may need to be moved into more appropriate positions within the team or off the team.

How long will storming last? As long as the leader allows it to continue. Doing nothing will demoralize and eventually destroy the team. The quicker they move through “storming”, the sooner they emerge as a High Performance Team.

[i] For an overview of team development http://bit.ly/3iQlcg

Leslie Knight is the founder of Knight Performance Management (www.KnightPM.com) and author of Navigating the I.T. Minefield (www.ITMinefield.com). Leslie has over 20 years of experience with Fortune companies in various leadership positions and Information Technology. She applies her corporate experience to small to mid-sized businesses, saving them time and money.

Leslie is also the Executive Director of Staff for CEO Space, producing the CEO Space Forum, a conference for entrepreneurs (www.CEOSpace.biz www.IBIGlobal.com).

Tags: leadership, small business, Team, Team Development
Posted in Business, Team, leadership | 1 Comment »

48 Hours to a High Performance Team

Wednesday, October 14th, 2009

Every 8 weeks or so, I am granted the privilege of leading a group of volunteers (mostly CEOs and business owners) to produce CEO Space, a conference for entrepreneurs (www.CEOSpace.biz, www.IBIGlobal.com). We start at noon on Sunday, not knowing each other. By Tuesday afternoon, a group of individuals has gelled into a High Performance Team: meeting and exceeding performance objectives and networking with and for each other to further their business objectives.

What conditions must be present for a High Performance Team to emerge?

- Clarity of Purpose. As the leader, you set the direction for the team. What result are we producing? What is the path to the result? The clearer the team is on their purpose and the path, the greater their focus and determination.

- Performance Standards. What defines excellent service or excellence within the team? You and your client determine performance standards. Communicate them and then gain the team’s commitment to them.

- Accountability. How do you deal with a breach of team agreements or performance standards? The process should not be punitive or personal. It should focus on the breach and allow the team (or individual members) to express their disappointment. Then it allows the member(s) to recommit to the team. A High Performance Team is able to hold each other accountable for meeting the standards.

- Clearly Defined Roles. The term “Keystone Kops” often refers to a team that expends a great deal of energy unproductively or displays an amazing lack of co-ordination in their effort. It conjures a picture of people running into each other in pursuit of something. Clearly defined roles and responsibilities encourage smooth team operation.

- Respect. Each member on the team needs to know they are valued for their skills and contributions. Respect must be shown by the leadership to the members as well as among the members.

- Trust. Trust must exist between the leadership and the members and among the members themselves. Authentic trust creates the space for team members to discover their potential and grow and take on more responsibility.

How quickly the High Performance Team emerges depends as much on you, the leader, as it does on the team members. If your team is struggling, upon which of these areas do you need to focus?

_____________________

Leslie is also the Executive Director of Staff for CEO Space, producing the CEO Space Forum, a conference for entrepreneurs (www.CEOSpace.biz www.IBIGlobal.com).

Tags: leadership, small business, Team, Team Development
Posted in Business, Team, leadership | 3 Comments »

Forming, Storming, Norming, Performing – Where is Your Team?

Wednesday, October 14th, 2009

I first learned about Forming, Storming, Norming and Performing some 20+ years ago. I don’t recall the class, but I have always remembered this one page in the materials. One page, 20 years ago and yet it still has a powerful impact on my work with teams. Until today, I didn’t know to whom to give credit. According to Wikipedia, this model of team development was first proposed by Bruce Tuckman in 1965. Every team must go through these stages “in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results.”[i]

As a leader, knowing that a team will pass through these stages allows you to better manage team interactions: when to be directive, when to intervene and when to get out of the way. In my experience, the real power is in sharing these stages with the team. When they are aware of them, they tend to automatically correct their behavior.

- Forming occurs when the team is first brought together. They share personal and professional information and begin forming bonds. As the leader, you share with them the team’s purpose, performance standards and processes. Everyone plays nicely for a while.

- Storming occurs as members search for their place on the team in relationship to the leader and each other. This is a painful phase the team needs to expect and understand. Each member possesses a natural desire to be valued and respected for their expertise and contributions. You need to emphasize patience and a respect for diversity among the members.

- Norming. The team has moved out of storming and now begins to adjust to each other’s work patterns. They accept each other’s role on the team, compensate for weaknesses and capitalize on strengths. They are working together almost seamlessly. As a leader, your role changes as you give the team greater responsibility for execution and decisions. They need to understand they may experience some anxiety with the increased responsibility…but you are expressing confidence in their ability.

- Performing is the phase we all dream about as leaders. They don’t require constant oversight. The team has matured. They are confident in their ability and themselves. Differences in approach or opinion are not viewed as a threat but as an opportunity. The team brings solutions to the table rather than problems. You have complete confidence in their ability to execute.

I enjoy watching teams move through these stages. It pains me when they get stuck in storming and the final solution is to remove a team member. It fills me with pride when they reach performing and their bonds transcend the immediate project. How long a team spends in each stage of development depends on you, the leader. Where is your team?

[i] http://www.wikipedia.com

Leslie Knight is the Executive Director of Staff for CEO Space, producing the CEO Space Forum, a conference for entrepreneurs (www.CEOSpace.biz www.IBIGlobal.com). She is also founder of Knight Performance Management (www.KnightPM.com) and author of Navigating the I.T. Minefield (www.ITMinefield.com). Leslie has over 20 years of experience with Fortune companies in various leadership positions and Information Technology. She applies her corporate experience to small to mid-sized businesses, saving them time and money.

Tags: Business, leadership, small business, Team
Posted in Business, Information Technology, Team, leadership | 1 Comment »

5 Qualities of a Great I.T. Professional

Monday, October 5th, 2009

No person on the planet is more of an enigma to the small business person than the I.T. professional (computer geek). They get excited about “techie” things and what technology can do. They speak a foreign language (unintentionally)…after all, doesn’t everybody speak geek after 20+ years. Be honest, most of you would rather have a root canal than deal with the I.T. professional.

Take heart, there are many good I.T. professionals, but how would you recognize one? Here are 5 qualities you should look for in any I.T. service provider.

1) Passion. Passion for technology is important, but more important is a passion for the success of your business. This provider will focus on your business strategy and trends in your industry and stay abreast of ways technology can best support your business. Their mantra: business strategy drives technology usage. If technology is their toy and your business is their testing ground, then run.

2) Speak English. For some service providers, simple English appears to be a third language. Rather than talking “tech”, this provider has the ability to express complex concepts in terms that are relevant to your business. Sounds simple, but many professionals have a difficult time bridging the gap between your business and the technology they deal with.

3) Attentive Listening. The Great I.T. person will do more than just hear you, they will listen to you. You may not be able to express your business needs in terms of the technology. They will be able to translate your business needs into technical solutions or guide you toward appropriate solutions for the growing needs of your business.

4) Responsive. Does the service provider have the capability to respond to your needs? If your business can’t afford to be down for an extended period of time due to computer, server or network failures, you will need to shop around to find the professional that can meet your needs.

5) Results. It is very easy for an I.T. person to dazzle someone with “techno-speak”. You, however, are concerned with their results. Ask for 3 references and take the time to interview them. How do their clients feel about their performance?

You probably have other thoughts on the qualities that make a Great I.T. Professional. These are simply my top 5 based on input from clients. Feel free to include your own thoughts in the comments and I’ll update the list as it grows.

Wishing you safe passage through the I.T. Minefield!

Leslie Knight is a small business advisor with over 20 years of experience in Information Technology management in Fortune 500 companies. She applies her experience in Corporate America saving them millions to smaller entrepreneurial enterprises. She is also the author of Navigating the I.T. Minefield.

For more information on Picking an I.T. Service Provider, purchase your copy of Navigating the I.T. Minefield @ http://bit.ly/SNL4W.

Tags: Information Technology, Service Provider, small business
Posted in Business, Information Technology | 1 Comment »

Archive for October, 2009

Before Disaster Strikes

Storming, Storming, Storming…Will it Ever End?

48 Hours to a High Performance Team

Forming, Storming, Norming, Performing – Where is Your Team?

5 Qualities of a Great I.T. Professional

Author Bio

Archives

Categories