Many IT managers are talented, passionate, and hardworking, but they struggle to assume a real leadership role in a business. Often they need to improve how they communicate technical issues to the Board, or they need to develop their strategic skills.
That’s where IT leadership mentoring makes the difference. One of our experienced technology leaders works directly with your IT manager to help them transition from technical operator to strategic business leader.
In this video, our mentoring expert Mohan Gharial discusses the most common skillsets IT managers need to develop, such as:
This video from Freeman Clarke features a discussion between Graham and Mohan Gharial about the importance of Mentoring and Leadership within IT departments, particularly for mid-market businesses.
IT leadership mentoring for mid-market businesses
Table of Contents
The “Rough Diamond” IT Leader
- [00:13] Mohan describes many junior IT leaders as “rough diamonds”—technically passionate and engaged but struggling to transition from an “order-taker” to a strategic business leader.
- [01:08] A common barrier is communication style. Leaders often talk about the technology itself rather than the business impact, KPIs, and objectives that executive teams care about.
Developing Leadership Skills
Effective IT leadership mentoring bridges the gap between technical expertise and commercial impact.
- [01:36] The first step in mentoring is assessing the individual’s aspirations. Some want to remain technologists, while others want to move into leadership.
- [02:08] Leadership requires “selling” a vision. This involves influencing, negotiating, and inspiring the organization to get behind a technological roadmap.
- [02:46] Technology implementation alone isn’t enough; you must provide the energy and inspiration to deliver actual change within the business.
Mentoring vs. Coaching
- [04:18] In many mid-market firms, the senior IT person has no one internal to mentor them. While a CEO or CFO can coach (getting the best out of an individual), they often lack the domain expertise to mentor (guiding based on subject matter experience).
- [04:48] Mohan defines the difference: Coaching helps an individual achieve their own goals, whereas mentoring uses the mentor’s expertise to shepherd the individual through professional growth.
Investing in the Team
- [05:21] IT teams are often overworked and struggle to find time for personal development.
- [06:00] Mohan argues that training doesn’t have to be expensive. By explicitly valuing and funding learning, leaders make employees feel respected and engaged.
- [06:45] Aligning training with a future technology roadmap helps staff detach from “legacy” systems and get excited about the future, ensuring they feel relevant and secure in their roles as the company evolves.
Strong technology leadership rarely happens by accident. With structured IT leadership mentoring, talented managers can evolve into confident Board-level contributors.