It's time for the fourth part of the review of Bill Swanson's IT management tips. Here are the links to Bill Swanson management tips part 1, part 2 and part 3.

16. Don't overlook the fact that you are working for a boss. * Keep him or her informed. Avoid surprises! * Whatever the boss wants takes top priority.

    * The cornerstone of this tip is the person you work for works for someone else. That is the key. You need to keep your boss informed of your team's work and progress so that if they are hit up about something they have the information they need. Also, when your boss asks you to do something it's more than likely needed for something they are working on for their boss. Don't make them look bad. One of my beliefs is that a big part of my job is to make my boss look good, because your boss is the key to making sure you have the resources necessary to accomplish your goals.

      Some people may think this is brown nosing or sucking up. It's not. If your attitude centers on this, you have a larger problem that managing IT professionals. This tip stretches across all disciplines as every organization needs a structure to support itself.

17. Promises, schedules, and estimates are important instruments in a well-ordered business. * You must make promises. Don't lean on the often-used phrase, "I can't estimate it because it depends upon many uncertain factors."

    * As part of the IT team, you're looked to as an important member of business projects. It's your job to estimate schedules and deliverables based on the information you have at the time. Yes, there will be times that you don't have the necessary information to make a 100% certain promise, but you need to be a rock. Step up, ascertain the details the best you can and make an educated promise.

18. Never direct a complaint to the top. A serious offense is to "cc" a person's boss.

    * Sometimes you're going to get so upset at someone due to their lack of commitment or delivery that you'll be tempted to take your complaint to the head of the dvision or group. Don't do it. Address the concern with the person, but make sure you include their immediate boss. This gives the person to address the issue before taking time away from upper level management folks who have better things to do than address about this situation.

      Think about it. If you were to be the cause of a complaint would you want the person complaining to address you and your boss or the head of the company?

19. When dealing with outsiders, remember that you represent the company. Be careful of your commitments.

    * In IT management we sometimes forget this fact as we aren't always customer facing. Yet, we do interface with vendors, consultants and other extenral IT groups all the time. It's important to remember this fact as how you handle yourself and your commitments reflects on your company.

20. Cultivate the habit of "boiling matters down" to the simplest terms. An elevator speech is the best way.

    * Too many times people will cram what they want to say into a Powerpoint presentation. And when I say, "what they want to say", I mean everything. Regardless of what method you use to communicate, keep it on point and with the significant items. When Bill Swanson brings up "elevator speech" he means you should be able to communicate what matters in the length it takes to ride the elevator to your floor.

      Keep in mind that your audience matters. If you're updating your boss, she'll have different concerns than say your customers. Make your communication tight and to the point.

      Have a goal for what you're communicating. Are you trying to update status, gain agreement, advance objections, etc.

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