Here's how you can manage power dynamics with your boss in IT strategy.

There should always be some explicit goals like those documented in an IT strategy or roadmap. But there are always implicit goals as well. Finding and acting on those... that is the trick!

Estar na mesma página é fundamental para obter o sucesso e atingir todas as metas, procure entender as metas no detalhe e direcione suas atividades diárias para atingi-las, todas as suas atividades por menor que sejam devem ter o objetivo de atingir as metas. Desta forma, mostramos que estamos comprometidos em obter o resultado esperado.

In my experience, aligning with your boss’s goals starts with proactive engagement. Attend strategy meetings, request one-on-one sessions, and review strategic documents to fully understand the vision. When you align your daily tasks with these larger objectives, you not only demonstrate commitment but also create opportunities for strategic discussions. These discussions help position you as a key contributor to the strategy, reducing the likelihood of power struggles.

Managing power dynamics with your boss in IT strategy involves a careful balance of demonstrating competence, understanding organizational goals, and building a collaborative relationship. Here are some key strategies: 1. Consistently meet or exceed expectations on your projects. This builds trust and establishes your credibility. Keep abreast of the latest trends and advancements in IT. Moreover, this ensures your strategies are informed and relevant. 2. Understand Organizational Goals Ensure that your IT strategies support the broader goals of the organization. This alignment demonstrates your commitment to the company's success. Articulate how your IT strategies contribute to cost savings, efficiency, innovation, or competitive adva

Clear and structured communication is essential for managing power dynamics with your boss in IT strategy. Always connect your discussions to specific business outcomes, clearly outlining the strategic benefits and potential challenges. Transparency is key - discuss the pros and cons openly to establish trust and ensure alignment. Emphasize collaboration by seeking feedback and incorporating it into your strategy, demonstrating respect for your boss’s expertise while also affirming your commitment to shared goals.

Clear communication is crucial in IT strategy. When discussing ideas, concerns, and feedback with your boss, focus on being constructive and solution-oriented. Avoid unnecessary jargon and always provide context for your technical suggestions. By fostering open and transparent communication, you can navigate power dynamics more effectively and ensure alignment with your boss on key issues.

Effective communication isn’t just about clarity but also about timing and empathy. Schedule regular updates, use visual aids to simplify complex ideas, and tailor your communication style to your boss’s preferences. By being both clear and considerate, you build a rapport that can ease power tensions. Remember, communication is a two-way street; listening actively to your boss’s concerns and feedback can be just as crucial as presenting your ideas clearly.

A falta de clareza na comunicação pode desmotivar os membros do time, é preciso que haja uma comunicação clara e objetiva, se a comunicação for falha o resultado se tornará mais dificil de ser atingido, pois o time não conseguirá definir as atividades necessárias que irão levar ao alcance das metas.

A iniciativa é fundamental para ganhar a devida visibilidade como líder e engajar as pessoas para alcançar as metas, porém, precisamos ficar atentos para não desmotivar o time após ignorar muitas melhorias propostas. Toda melhoria deve ser ouvida e gerar um retorno para o proponente, desta forma manteremos a motivação do time.

Initiative in IT strategy involves not only proposing new ideas but also backing them up with data and feasibility studies. When you identify a potential improvement, take the extra step to analyze its impact on current operations and future growth. Presenting a well-rounded proposal showcases your strategic thinking and reduces the perceived risk in adopting new ideas, thereby shifting the power dynamic towards a more collaborative and trusting relationship.

Trabalhe constantemente a construção da confiança com seu chefe/time, ela construída com o cumprimento dos prazos e entregas de qualidade. Ao construir um relacionamento de confiança com o seu chefe/time o sentimento de pertencimento e a autonomia se ampliam, trazendo o resultado desejado de forma constante.

Trust-building is a gradual process that thrives on consistency. Always follow through on your commitments, whether big or small. Transparency in your work, especially in reporting setbacks and progress, reinforces your reliability. In IT strategy, where projects often span long durations, maintaining a steady track record of dependability can earn you the respect and autonomy needed to operate effectively without constant oversight.

Actively seeking feedback is essential for managing power dynamics with your boss. It demonstrates your openness to learning and adaptability—vital traits in the dynamic field of IT strategy. Constructive feedback helps you understand your boss's perspective and improve your performance, fostering a more balanced relationship where you are viewed as a competent and valuable team member.

Feedback is a twofold opportunity: it’s a chance to improve and to show your willingness to grow. Regularly ask for detailed feedback on your work and be specific about the areas you want to develop. Implementing feedback promptly and visibly demonstrates your dedication to self-improvement. This proactive approach not only enhances your skills but also positions you as a responsive and adaptable team member, helping to balance the power equation with your boss.

In my experience this depends on the person and the relationship. I have had managers who wanted continuous feedback and discussion. I have had managers who just wanted to know when help was needed. Depends on your needs and your manager's needs. Important to get this right. And don't assume people are open about this or know what they want.

Melhor ir devagar na estrada correta, do que ir muito rápido da estrada errada, busque feedback para saber se esta no caminho correto, além de de colocar nos trilhos para alcançar as metas, demonstrará para todos que você esta aberto a melhoria constante e disposto a aprender e se adaptar rapidamente para não prejudicar o resultado final.

Creating a collaborative environment involves more than just working together; it’s about fostering a culture of mutual respect and shared success. Encourage joint problem-solving sessions and cross-departmental initiatives. When team members, including your boss, see the collective achievements that result from effective collaboration, it diminishes the emphasis on hierarchy. This approach can transform power dynamics into a more inclusive and supportive professional atmosphere.

Consider leveraging mentorship and reverse-mentorship opportunities. By offering to mentor junior colleagues, you demonstrate leadership qualities. Conversely, reverse-mentorship, where you learn from your boss’s experiences and they gain insights into emerging technologies or methods from you, can create a mutually beneficial dynamic. Sharing success stories and lessons learned in team meetings can also help illustrate your strategic value and foster a culture of open dialogue and continuous improvement.

As a leader it is difficult to spend enough time on each topic, initiative or item on the roadmap. Having a few trusted generals to which you can delegate work and just know it will be delivered is very valuable. My advice: be that general and ensure you deliver. And if you can't, have an open dialogue about it and not 2 minutes to the deadline. For me, as a leader, the hardest part was learning to delegate and trust. I always had the tendency to check in, and interfere, put my own stamp on a project. I soon learnt that this behaviour doesn't scale. And it doesn't promote accountability in the ranks.