UNDERSTANDING IT PROFESSIONALS
It is common knowledge, especially in corporations, that working with technical professionals is not easy. Since they are experts in a specialised area, they tend to be tough and stand firm on their opinions. If we could turn back time, we would see that they behaved this way even when they were young.
Information technology (IT) professionals behave in the same manner as other technical specialists, but they are different to some degree. I decided to take a closer look at the true characteristics of IT professionals by asking 10 IT managers working in well-established organisations to answer an online selfassessment. Their percentile scores are based on comparisons with a large group of executives around the globe. A score of 30 or below in any category is considered low, while 70 or above is considered high.
One of the first things we notice in the table is the average score of 64 for independence, suggesting that this group of IT managers prefers to work with little or no supervision. They are likely to make decisions with little input from others, to be self-directed and fully accountable for what they do at work.
In addition, they tend not to actively cooperate with a wide range of people, as shown in scores that average in the 15th percentile. They are unlikely to assist or support team members or people with whom they disagree. As well, they tend to refrain from group participation, and may not always agree with and support the decisions of others. In other words, they do not easily trust others.
Interactions with others are not often tactful and courteous, as the diplomacy score of 22 shows. They are not diplomatic, not respectful towards difficult people, may be too direct when sharing a contrary opinion, and may not forgive people who they believe have shown disrespect. On the other hand, they are kind and generous to a certain degree with a “concern for others” score of 39.
While they normally express their views undiplomatically, they also tend to be unapproachable and difficult to communicate with. Their sociability score of 28 suggests an inability to quickly build rapport with others, build work relationships and a network of contacts with a wide range of people, or use humour in building relationships. This means they will be reserved and reluctant to step out of their comfort zone. Despite these seeming drawbacks, however, they have a reasonable ability to persuade and influence others with a 47th percentile score.
They prefer not to assert themselves in group situations or to motivate others to achieve common goals. The average score of 24 for leadership indicates that they do not want to take charge of groups and be responsible for getting others to do what is requested. They often feel uncomfortable directing others as well.
The group also averaged 24 for rule following, suggesting that it is not their normal practice to comply with policies and procedures, regardless of the consequences. They are not strict about right and wrong and may bend the rules to meet specific situations.
Role of the boss: Typical IT professionals have some characteristics that may surprise others, especially those who do not regularly interact with them. Certainly, any bosses responsible for supervising IT managers should be aware of these characteristics.
They are not high in adaptability, ranking in the 37th percentile, which relates to adjusting quickly to changes at work, embracing new ways of doing things, continually trying new approaches, and readily adapting to environments with great ambiguity and uncertainty.
Surprisingly, they are not so great at innovation, at 40, or generating new and creative ideas, having an inventive imagination, generating alternative approaches, or offering original thoughts to arrive at inventive solutions.
Their analytical thinking personality is also at the low end with a 38 average. This indicates weakness in systematically analysing issues to get to the root of a problem, identifying connections or patterns in complex data, or using logic to analyse abstract or conceptual issues.
Typical IT managers do not enjoy forcing themselves to move up the corporate ladder. Their average 20th percentile score for behavioural growth potential evidently shows limited potential for career growth and advancement. They tend not to show a commitment to lifelong growth and learning, comfort with change, or willingness to take on new and higher-level responsibilities, often in diverse functions. They also do not prefer a fast-working environment, since their energy score is only 34.
In this regard, the boss will play a critical role to develop and move IT managers in the right direction. He or she needs to find a way to take them out of their comfort zone and push forward according to agreed targets and timelines.
Sorayuth Vathanavisuth is principal and executive coach at the Center for Southeast Asia Leadership and lectures at the Mahidol University College of Management. His areas of interest are executive coaching, leadership development, succession planning and talent management. He can be reached at sorayuth@sealeadership.com