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Tears, F.U.D. and the need for regulation

Tears

I found myself in an interesting if unfortunate position today. I had to deal with a fellow supervisor being unruly toward myself and staff.  Under pressure they allowed their anger and frustration to break over everyone. I opened a dialogue with him after the event to attempt to make sure that we’d completed what was needed.

I asked that we set in place a minimum set of information needs to ensure that no further miscommunication took place. None of this went over well. While I was reasonable in my approach, and sensitive to their state of distress the issue is not resolved.

This situation has brought to the fore some core issues that I have seen with many I.T. departments in many owner driven businesses: the pressure to perform, usually on zero-day timelines, with maximum compliance, and zero errors.

Fears, Uncertainty, Doubt (F.U.D.)

The only way to resolve the tears, is to overcome the fears, the uncertainties, and the doubts that exist within I.T. that are caused by the fluid nature of many owner-operated businesses. I.T. management structures in these businesses often result from the growing like Topsy model of growth.

Many businesses fear imposing structure on the I.T. space because they are uncertain about what the I.T. staff will do (leave them in the lurch, or sabotage the black arts) or simply doubt the function’s impact on the business. The reality of course is that today any business that relies on its computers are in the I.T. business.

The moment that a company takes on its first computer, and relies on the information within it to conduct the day-to-day operations of the company I.T. has become the company’s business. To ignore this is to live on the knife-edge between operation and disaster.

Ignoring, and allowing the I.T. function to grow without regard for business needs is the greatest sin company owners and managers can commit. It leads to the I.T. prima-dona who goes out of their way to “save” the business from crises and disaster.

I’ve seen this sad series of events unfold upon companies more than once. With the removal of the Prima-Dona problems begin to disappear, the waters calm and the sun shines for the first time in a long time. The big issue for managers is in seeing the signs and assisting the “troubleshooter” to a new career at some other poor unfortunate business. Ideally your competition. ;}

Regulation

Despite the fears of business management nothing is more demoralising for an I.T. staffer than a lack of hard and fast rules. Rules provide a bounding box within which the I.T. staffer can bounce around without straying outside of the boundary and entering into disciplinary action.

Ideally the I.T. space should be among the most regulated section of the business. Even more regulated than the Accounting and HR functions, for whom I have the greatest respect as they can be our greatest supporters.

Todays’ take-away

1. I.T. staffers need to know what they can and cannot do. This framework removes the Fear, Uncertainty, and Doubt associated with dynamic business environments.
2. The I.T. function should be among the most regulated sectors of the business, at least as regulated as the Accounting and HR functions.
3. Regulation is an enabling behaviour, not a disableing one, especially in personally owned businesses.
4. Your regulation should aim to improve the effectiveness of the I.T. section of the business not bog it down in red tape.

Definition:

–noun

1. a law, rule, or other order prescribed by authority, especially to regulate conduct.
2. the act of regulating or the state of being regulated.

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