Home' Trinidad and Tobago Guardian : April 14th 2015 Contents B3
Tuesday, April 14, 2015 www.guardian.co.tt Guardian
For many people, moving into man-
agement is a sign of success. It means
more money, more responsibility and
a greater chance to have an impact on
their company s long-term plans. But
if climbing out of the trenches is your
goal, it s important to have a realistic
idea of what s involved.
THE MANAGER'S WORLD
Becoming a manager isn t just about
growing your current role to its next
logical step. Instead, it means drastic
changes to the work you ll do, the way
you ll interact with others, and the scope
of issues you ll be responsible for.
For many professionals, such dynam-
ics are simply part of the territory that
comes with an advancing career. But
others may not be prepared for the
sudden shift in priorities and approach
that s required when you become the
It s a tough change to negotiate. As
a manager, you re not just a part of the
team -- you have to lead the team. Peo-
ple will look to you for direction, for
advice, for coaching and to resolve con-
flicts. Where before you were only
responsible for your own work, now
you ll be judged on how well the work
of others gets done.
As if that s not enough, your rela-
tionships are going to change. Your
peers aren t your peers anymore. No
longer can you vent about a colleague
or wonder out loud if the CEO knows
what the heck he s doing. When you re
in the manager s chair, your opinions
and behavior take on a whole different
Managing in IT is a complex propo-
sition and requires skills that go far
beyond the technical. The ability to
communicate, to organize, to present
and to listen become more important
VMware. Though you may work in the
same building and with the same people
as you did before, in many ways you re
entering a whole new world.
THE WORK OF OTHERS
As a tech professional, you were
judged on your skill and ability to con-
tribute as a team member. As a man-
ager, you ll also be judged on how well
your team performs under your super-
No longer will you be a technical
professional responsible for coding
assigned portions of a project or trou-
bleshooting the network s firewall. Now
you ll be on the hook for delivering the
whole package --- the final product, the
secure and functioning network --- on-
time and on-budget.
The personnel issues, conflicting pri-
orities and endless questions that used
to be someone else s problem? Well,
now they re yours.
IT'S ALL ABOUT... THEM
By definition, a manager is someone
who directs or oversees the work of
others. That means that what you do
every day will involve keeping track of
what your subordinates are up to and
making sure they re on course to meet
their deadlines, stick to their budgets
and, in general, keep all the promises
they ve made to clients or others in the
Doing this involves more than asking
for status updates. In the course of talk-
ing to people about their work, you ll
have to help them identify and solve
problems that involve everything from
code to non-responsive co-workers.
Effective managers are good leaders,
and leadership is about more than
checking off boxes on a to-do list. It
means motivating your team, under-
standing the obstacles they face and
looking for ways to help get past them.
You ll need to build a level of trust
that allows you to know when you
should leave people to their work and
when you should get involved in an
issue. And, you should be able to make
each individual feel as if their work is
more important than a single assign-
ment and a paycheck.
TOOLS TO THE TEAM
When it comes to putting your arms
elbow deep into the kind of technical
issue you excel at, well... That s not
your job anymore.
One of the manager s responsibilities
is to provide their team with the tools
necessary to get their work done, mean-
ing the direction and resources that
lead to clear responsibilities and ade-
quate time for a project to be completed.
Making sure timesheets are properly
filed is now your headache. When HR
mandates that new training be con-
ducted, you re the one who has to make
sure the team signs up. And when that
technical issue crops up? It s your job
to assign the right person to handle it
so you can focus on what you re sup-
posed to be doing.
EAR TO THE GROUND
Communication is an important part
of the manager s job, and that includes
information-gathering as well as sharing
what you ve learned.
Just as executives need to stay up to
speed on the status of your department s
work, your team wants to know about
the company s plans for facing new
competitors or marketing its new prod-
uct. In both cases, people will depend
on you to collect information from dif-
ferent sources and put it together in a
logical way. Where, before, your com-
munications were focused on a few proj-
ects, now you ll be in touch with a wider
range of people on issues that go beyond
the status of certain deliverables.
It s a sensitive area. Your boss will
be curious about what people are saying
when she s not around, and your
employees will want to know the story
behind the latest feature in the company
newsletter. A good manager knows how
to share intelligence in a way that helps
people see context and understand how
their concerns fit into the greater whole.
Good managers spend most of their
time thinking about their teams and
making sure they ve got what they need
to get their work done. Succeeding
requires both the ability to step back
for a wider view and the knowledge of
how technical parts fit together. Many
IT professionals love the challenges
that come with moving up, but more
than a few have realized that their first
love is the hands-on work that man-
agers often leave behind.
The Division of Finance and Enterprise Development, Tobago House of Assembly is inviting suit-
ably experienced and qualified candidates to apply for the position of Corporate Secretary in the
Office of the Secretary for Finance and Enterprise Development. The candidate will provide sup-
port to the Division's seven special purpose entities and the Office of the Secretary. The Corporate
Secretary is required to:
o Effectively manage the official records and minutes of Board of Directors and Committee meetings.
o Schedule Board and Committee meetings, ensuring that documents for same are properly
compiled, packaged and forwarded to Directors prior to the relevant meetings.
o Maintain statutory books under the Companies Act including Registers of members, directors,
shares, and file relevant requirements with the Registrar of Companies.
o Handle correspondence, collate information and ensure decisions made are communicated to
the relevant company stakeholders.
o Review contracts, deeds, memoranda and other instruments binding on the Company, liaise
with the legal practitioner retained for oversight of the Company's legal business and keep
custody of the Company's Seal.
o Positively influence the activities and effectiveness of the Boards and Committees by providing
relevant solutions, resources, information and communications as appropriate.
o A degree in law, accounting or a related discipline.
o A sound knowledge of accounting principles with a working appreciation of International
Financial Reporting Standards.
o A minimum of three (3) years' experience evidenced by a practical knowledge of Board
operations and corporate governance principles.
o Certification from the Institute of Charted Secretaries and Administrators (ICSA) will be an asset.
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