Given the dysfunctional environment described in this site's posts, especially those about agile, former IT management of this bank face a unique set of challenges and opportunities. This is advice a career coach would give you. By the way you may need to rehabilitate themselves from the potentially toxic leadership styles that you may have picked up from managing at this bank.
Advice for Laid-Off IT Management :
- Acknowledge the Need for Change (Crucial First Step): This is the most critical and potentially the most difficult step. Managers who have been rewarded for bullying behavior may be resistant to acknowledging the need for change. External feedback (e.g., 360-degree reviews, exit interviews, or even the layoff itself) can serve as a wake-up call. They need to understand that their past behavior is no longer acceptable or effective. If they are unable to acknowledge that their behavior was problematic, they are unlikely to change. This may require professional intervention.
- Seek Professional Guidance (Highly Recommended): Consider professional coaching or therapy focused on leadership development, emotional intelligence, and interpersonal skills. This can help them:
○ Identify and understand their behavioral patterns: Recognizing the specific ways they have engaged in bullying or toxic behavior (e.g., intimidation, belittling, micromanagement, public shaming).
○ Develop empathy and self-awareness: Understanding the impact of their behavior on others and developing the ability to see things from others' perspectives.
○ Learn healthier communication and leadership styles: Practicing more respectful, collaborative, and empowering approaches.
○ Address underlying issues: Sometimes, bullying behavior stems from personal insecurities or unresolved issues. Professional help can address these root causes.
- Focus on Servant Leadership (with Concrete Examples): Don't just pay lip service to servant leadership. Demonstrate a genuine commitment to prioritizing the needs of the team. This includes:
○ Actively listening to team members: Seeking their input and valuing their perspectives.
○ Removing impediments: Proactively identifying and addressing obstacles that hinder the team's progress.
○ Providing support and mentorship: Helping team members grow and develop their skills.
○ Sharing power and decision-making: Empowering teams to self-organize and make their own decisions.
○ Protecting the team from external pressures: Acting as a buffer between the team and external stakeholders.
- Deepen Agile Knowledge (Focus on Culture, Not Just Process): Go beyond surface-level understanding of agile. Focus on the cultural aspects of agile, such as:
○ Building trust and psychological safety: Creating an environment where people feel comfortable taking risks and speaking up.
○ Promoting collaboration and open communication: Encouraging transparency and constructive feedback.
○ Fostering a learning culture: Encouraging experimentation and learning from mistakes.
- Develop Skills in Building High-Performing Teams (Emphasis on Conflict Resolution and Psychological Safety): This includes:
○ Facilitating constructive conflict resolution: Helping teams address disagreements respectfully and productively.
○ Creating a psychologically safe environment: Modeling vulnerability, encouraging open communication, and celebrating mistakes as learning opportunities.
○ Building trust and rapport: Creating a sense of belonging and mutual respect within the team.
- Seek Out Mentorship from Positive Leadership Role Models: Find mentors who embody positive leadership qualities and can provide guidance and support.
- Be Transparent About Learning and Growth: During interviews, be honest about your past experiences and the steps you've taken to improve your leadership skills. Demonstrate a genuine desire to learn and grow. This could be framed as “I’ve learned that creating a psychologically safe environment is essential for team success, and I’ve taken steps to develop my skills in that area, including…”
- Focus on Behavioral Changes (Not Just Words): Actions speak louder than words. Focus on demonstrating tangible changes in your behavior, rather than simply stating your intentions.
Key Takeaway for Rehabilitating Managers:
Rehabilitation requires a fundamental shift in mindset and behavior. It's not a quick fix, but rather a continuous process of self-reflection, learning, and growth. These managers need to understand that their past behavior was not only ineffective but also harmful. They must commit to developing empathy, emotional intelligence, and a genuine desire to serve and empower their teams. Simply attending an agile training course will not be enough. Professional guidance, mentorship, and a focus on behavioral changes are essential for true rehabilitation and transformation. Without this deep work, they are unlikely to find success in any modern IT organization.
Summary:
The bank's experience highlights the importance of culture over tools and processes. Focus on developing your skills in building and working within healthy, collaborative, and psychologically safe environments. This will make you highly competitive in the current job market and set you up for long-term success. Don't just learn agile processes; learn how to create a culture where agile can thrive.
The future of banking is intertwined with AI. By developing strong AI skills and understanding its strategic implications, IT management can position themselves for success in the evolving financial landscape. Understanding not just how to implement AI, but how to lead teams through the transformational change AI brings is critical. You need to show that you can lead your team into the future, rather than be left behind.