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The Network World on Management Strategies newsletter will be undergoing some changes starting Oct. 2. First, the newsletter will have a new name: Network World on IT Leadership. The name will reflect a change in direction for the newsletter, which will now focus on your career issues as an IT leader, as well as some of the difficult challenges you face, such as ROI, budgets and getting more out of your staff, vendors and contracts. Second, this newsletter will have a new author, Amy Schurr, who may not be new to all of you. She’s the author of the popular Network World on Careers newsletter, which will be folded into IT Leadership.

With the business out of the way, I’d like to use my final two newsletters to recap what I think are the three most important concepts covered over the life of the Management Strategies newsletter. We covered a lot of ground in the nearly three years of its existence, but here are the top three things I’d like you to take away from our time together.

1. Planning is Job 1. If you want to be a great leader, you have to plan. Like a good chess player, you have to learn to think ahead and see the obstacles and opportunities on the horizon. Everything from planning your day to your department’s goals for the next fiscal year, it’s not gonna just happen. If you fail to plan, you’re going to get surprised by issues and you’re going to feel stressed and crunched for time. Take a time management class, read a book or follow a system, such as Franklin Covey or Day Runner. Which is best? Whatever works for you. You could have everything written down on the back of napkins, as long as you have a handle on what you have to do today, tomorrow and next quarter. Will you be perfect? Of course not, but you’ll be a lot better off than if you were flying by the seat of your pants.

2. Communication is key. Have a regular staff meeting when everyone can get together, discuss projects and bring up issues. Communicate as much information regarding company changes (good or bad) as you’re allowed. Respond to e-mails and phone calls as quickly as you can. If you’re not giving them the answers they need, you’re not just holding them up, you’re delaying whatever project they’re working on. Let staff know when you’re available and when you’re not, and encourage the same from them. If you tout an open door policy, make sure your door is actually open. That sounds stupid, but you’d be surprised how many managers go on and on about they're “there” for their employees and their doors are always closed or they never respond to queries for help in a timely fashion.