Investors know that past performance is no indication of future returns. Unfortunately, this can also hold true for employees as they rise through the management ranks.

When new managers fail to recognize that they’re on a path with greater responsibilities, they may cling to tasks at which they once excelled but that now belong to those they lead. Managers need to learn how to correct any behaviors that hinder leadership and unintentionally obstruct or alienate employees.

Subversion in lieu of supervision occurs from neglect as well as from “command and control” rigidity. Delays, dissension and turnover can result from the following executive behaviors:

• Micromanagement: Decisions are imposed, not delegated. First-line authority is overruled openly. There are frequent project status checks, and brainstorming is given a low priority.

• Communication gaps: Goals, strategies, expectations and timelines are not shared. E-mail copying and forwarding is not used as an awareness tool. Feedback is withheld.

• Inconsistency: There are abrupt reversals, deadline changes and frequent new priorities.

• Intimidation: There’s a disproportionate focus on discipline, not coaching, including public criticism and rudeness.

• Self-promotion:Opportunities are not shared, and credit is hoarded.

• Lack of mentoring: Subordinate managers are not groomed for advancement. Cross-training and interdepartmental assignments are not encouraged, and access to upper management is restricted.

The reassuring news is that managers who unwittingly build barriers can also remove them. The most productive results arise when senior management recognizes a need for structural and cultural change, rather than paying isolated attention to midlevel managers.

Senior executives should take a wide-angle look to identify opportunities to empower and motivate front-line managers, while avoiding corrective approaches that stigmatize and single out individuals. Proven approaches for strengthening behavior follow a three-step process: awareness, readiness and commitment (ARC).

The first step—awareness—involves enlightening managers by challenging assumptions and creating new understandings. Readiness—the second step —involves searching for better tools and approaches. These two steps may involve anonymous surveys, 360-degree evaluations or focus groups. Also, training can address issues that range from delegating and mentoring to problem-solving and leadership styles.

Commitment is the “staying power” step. It requires time and effort to indoctrinate managers with new behaviors and ensure they stay committed to change.

Learn It, Do It, Achieve It

Here’s how conference room lessons can turn into game-changing actions:

Old way: Inefficient delegating plagues organizations. It’s basic human nature: Managers think they delegate, but, typically, they simply dump tasks and responsibilities onto subordinates.

New way: Managers delegate the top three items on their desk and follow up periodically to monitor progress. They also provide support and resources to ensure success. Multiple goals are accomplished: Front-line managers gain knowledge, confidence and respect. Supervisors gain time for strategic planning, process improvements and new initiatives. Coaching and succession are addressed.

Old way: Decisions flow from discussions that have no forceful pushback or where negativity is based on presumed outcomes and reflexive pessimism.

New way: Rotate an “official dissent” role among line managers to develop contrarian ideas. Sanctioned opposition can be a powerful tool for collaborative decision making, analytic skill building and improved outcomes.

Old way: Ineffective initiatives are buried quietly, perhaps with overt or covert blame. Any failure is a career ding.

New way: The word “failure” is rarely or never heard. Setbacks are seen as learning opportunities that foster problem solving.

It’s easier to summarize strategies and tactics than to transform a workplace with robust, durable changes that support front-line managers, elevate their impact and inspire their loyalty. With a top-down tone and visible commitment, those transformations can be measured in reduced costs, increased productivity, higher employee satisfaction scores and improved retention. Sincerity, flexibility and patience are vital tools for reshaping an environment into one that helps entry-level managers thrive.

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Job titles in the information technology (IT) world can be confusing, even misleading. We sort through and explain a few of the common ones here.

1. CTO/CIO

At the very top of a company’s technology chain of command is most likely a chief technology officer (CTO) or a chief information officer (CIO). This high-level executive is responsible for long-range technology planning and keeping abreast of new developments in technology that can affect a company’s productivity or competitiveness in its industry.

To become a CTO or CIO, earning a bachelor’s degree in an area like information technology or computer science is recommended, coupled with a master’s in business administration (MBA).

2. Managers of Information Systems/Managers of Computer Systems
Further down the chain of management are managers of information systems or managers of computers systems.

You’ve probably heard the term “MIS,” referring to management information systems. This is a blanket term describing all the computers in a company’s technological infrastructure, how they are connected, and how they run. This includes everything from the computers on individual workers’ desks to large powerful computers called servers that may not even be located on the company’s premises.

The higher-level employees who manage these systems are valuable employees and usually considered managers. A bachelor’s degree in technology is usually required for management positions like this, and many employers prefer applicants with an MBA.

3. Systems Analysts/Systems Architects/Systems Designers

The people who design and build these computer systems are called systems analysts or sometimes systems architects or systems designers. A bachelor’s degree in programming and software engineering is not uncommon.

4. Project Managers

Project managers are employees responsible for implementing and carrying out technology-related projects at a company. When a project is approved, these employees are in charge of the budgets and schedule and making sure the project gets done. Project managers generally need a bachelor’s degree in technology, although a more general business-related degree is also common.

5. Systems Administrators/Network Administrators

All computers in a company are connected by a network. There is a special classification of employee called a system administrator or network administrator who oversees a company’s internal and external network of computers.

System or network administrators are particularly concerned with network security, ensuring that a company’s sensitive data is not accessible to outside computers or users. In fact, cyber-security has grown into its own field of expertise with growing fears over protecting valuable data from intrusions or exposure. An associate’s or bachelor’s degree in information technology and systems is recommended.

6. Database Administrators

Database administrators are a particular kind of system administrator responsible for databases, the computer systems, and software that handle large amounts of data for storage and retrieval. Database technology training programs provide a great entry point into an IT career.

7. Computer Programmers/Software Engineers

Computer programmers or software engineers, as they are sometimes called, create the software that drives the hardware that makes up many of the larger systems we are talking about. Some companies might differentiate between a programmer, who actually writes the computer code, and a software engineer, who solves more abstract problems related to computer software design. However, often the two terms are used interchangeably.

Many companies develop their own software specific to their company or their industry, for example: finance, accounting, e-commerce, or scientific research. Computer programmers do the work of customizing a company’s software for its industry or, if the company is in the software business, of developing commercial software that consumers or other companies may want to use.

According to the U.S. Department of Labor, nearly eight out of 10 computer programmers held an associate’s degree or higher in an area like computer science in 2006; and nearly half held a bachelor’s degree.

8. Other IT titles

A few other professions fall under the IT umbrella. One of them is the quality assurance analyst, sometimes called simply QA. These are the people who test a piece of software or hardware in a repetitive fashion to expose any design flaws.

A customer service representative, sometimes known as a computer support specialist, is another common occupation in the IT world. These people provide technical advice to consumers and users of technical products, most often over the phone or via e-mail. An associate’s or bachelor’s degree in technology support is typically required.

As you may have guessed, many of the IT professions and specialties may overlap.

For example, a database administrator may have knowledge of computer programming. Or a cyber-security expert might also have the same skills as a system architect. A project manager might have a small amount of knowledge about many different disciplines.

Another thing to remember: Different companies assign responsibilities differently and have different personnel performing different jobs. Don’t be daunted if you hear the same terms used in a different way at different companies.

The size of a company also affects how it structures its IT department. A smaller company might have one person who “wears many hats” whereas in larger companies employees would probably have more focused job responsibilities.

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