Taking charge

Tips and tricks for tackling your responsibilities as a manager of people, projects and vendors.

As if keeping the network and systems humming along isn't enough to handle, IT leaders also must manage staff, negotiate with vendors, oversee projects and deal with whatever else is thrown at them.

Here are some tips from IT executives and management experts for keeping employees skilled and satisfied, striking deals with vendors and service providers, and guiding rollouts big and small.

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As if keeping the network and systems humming along isn't enough to handle, IT leaders also must manage staff, negotiate with vendors, oversee projects and deal with whatever else is thrown at them.

Here are some tips from IT executives and management experts for keeping employees skilled and satisfied, striking deals with vendors and service providers, and guiding rollouts big and small.

Staff management

Today's IT leaders are charged with managing a virtual network of resources, says Mike Czinege, CIO of Applebee's International of Overland Park, Kan. For example, Czinege's virtual workforce includes about 90 internal part-time and full-time IT employees, independent contractors, offshore technologists and software vendor consultants.

He says that today's IT executives aren't evaluated solely on whether they get their projects done. "They're evaluated on how well they understand the skill sets, what skill sets they have, and how to look outside and find the skill sets they need, anywhere, at any time, and at the right cost."

Czinege stresses that IT leaders must be clear about their strategic sourcing objectives and continually develop employees, putting an equal amount of responsibility for career development on workers. "Allow them to work with you to develop a plan to enhance their career opportunities internally, and the reality is externally, too," he recommends.

As for your own skills, continue to hone your business savvy. "Don't underestimate the power and influence of the change in requirements for deeper business insight and understanding," says Diane Morello, a vice president for Gartner. "CIOs and their IT managers need to understand that this change is real, it's coming, and if managers themselves don't believe it's happening they put their organization and themselves at risk."

Vendor negotiation

When it's time to sign on the dotted line, make sure the contract gives your business flexibility. This is especially true of voice and data deals in a time of carrier consolidation and emerging services.

"We have seen so many instances where customers have been relegated to making network decisions based on their contract terms and conditions as opposed to supporting business objectives," says Dave Muller, COO of Telwares, a Vercuity company specializing in telecom procurement and contract negotiations in Destin, Fla.

Telwares recommends setting your overall contract commitment at 65% or less of your expected telecom expenses. If you intend to purchase $5 million in services from a carrier over the next three years, for instance, negotiate an overall commitment of $3.25 million or less.