Paul Glen

Those of us in IT tend to see the world through the lens of problems and solutions. Our entire work lives are devoted to solving problems. One after the other, we knock them down.

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I've discovered that most of the time, when executives tell me that "what we need around here is more accountability," what they really mean is, "I need to know who I should blame when things go wrong."

Now that IT departments are starting to do just a little recruiting, it's time to think about how to hire the best and brightest people. Despite having had a few years when they could be really choosy, hiring managers seem to have lost sight of how to pick great employees.

There are a few questions that I always ask to help determine whether the project is indeed in trouble. Perhaps the most important is, "How will you know when you're done?"

Lately I've had a troubling sense that there is a cancer growing in IT departments these days. There seems to be something toxic eating away at our industry: fear of offshoring.

One of the great privileges and responsibilities of leadership is identifying and training the next generation of managers and leaders. Somewhere in between crisis...

One of the great privileges and responsibilities of leadership is identifying and training the next generation of managers and leaders. Somewhere in between crisis management, contract negotiations, internal politics, status monitoring and your myriad other tasks, you should spend a few moments considering the future leadership of your organization.