It\u2019s legendary: A CIO promotes his best developer or IT pro into a management role, losing an excellent tech worker and gaining a bad manager.\n\nThe art of management isn\u2019t so much about assembling a dream team, helping others be successful, or solving technical problems. It\u2019s about aligning everything you do in service of the business \u2014 the business of yourself.\n\nIf you\u2019re new to IT management, here\u2019s an infallible guide to breaking bad \u2014 all the way to the top.\n\nStep 1: Enjoy your newfound authority\n\nLife is too short to do anything else.\n\nIn your previous roles you had to beg for money, even for such rounding-error expenses as buying your team the occasional pizza. No more! As a manager you have an actual budget. You can buy your team the occasional pizza without having to ask anyone\u2019s permission.\n\nBut that isn\u2019t where you get to enjoy your authority. You get to enjoy it when a project manager who reports to you wants to buy pizza for her team. That\u2019s when you make your authority clear: You require a solid cost justification for expenses like that.\n\nStep 2: Coach\n\nAbout that pizza cost justification: Don\u2019t simply insist on it. That would be autocratic. This is a coaching opportunity \u2014 a teachable moment.\n\nCall the project manager into your office. Close the door. Or, if she works remotely, schedule a video call. Don\u2019t just call. Scheduling it adds gravitas; video lets your expression do some of the heavy conversational lifting.\n\nQuietly and patiently explain why justifying discretionary expenditures matters, even for something as seemingly innocuous as a pizza lunch for a hard-working team. Why is it so important? Here are some possibilities to choose from:\n\nAttitude: Buy too many teams too many pizzas and you\u2019ll foster a sense of entitlement. After a few repetitions the pizzas will no longer be considered a reward or expression of gratitude, and it\u2019ll be expected, simply because everyone is doing their jobs.\n\nOpportunity cost: Even seemingly small expenses add up. The sum of all pizzas can eventually become high enough to exceed the cost of a productivity software license. Does your project manager really want to be the reason some poor employee won\u2019t be able to word process?\n\nShareholder value: This is the big coaching opportunity. See, in your industry the stock price is expressed as a multiple of corporate earnings; maybe the industry average is a 12:1 price\/earnings ratio. That means every expense has to be multiplied by 12 to calculate its impact on the price of a share of stock.\n\nAs employees, we all have not only a fiduciary responsibility, but a moral imperative to maximize shareholder value. Is the pizza really as important as our ethical integrity?\n\nDon\u2019t limit yourself to this list. Innovate \u2014 come up with your own based on the coaching opportunity. After all, one of the reasons you were promoted was your willingness to take initiative.\n\nStep 3: Hold everyone accountable\n\nEveryone knows a critical element of an effective organization is that everyone knows what they\u2019re accountable for. If it\u2019s important, someone\u2019s name is on it.\n\nOf course, this means that if something important goes wrong, the person whose name is on it failed.\n\n You certainly don\u2019t want an organization of failures. You need people who succeed. If someone in your organization fails, take them behind the metaphorical woodshed and do what needs to be done.\n\nIn the long run you\u2019ll be doing them a favor, teaching them the consequences of failing.\n\nStep 4: Regularly re-read the article that says IT managers should be business people, not technical people\n\nThere\u2019s really only one article. It\u2019s been popping up in IT trade publications over and over again over the past 25 years or so, with slightly different text and a different listed author. But the differences are trivial. You have to read only one of them \u2014 actually, the headline alone \u2014 to absorb the message.\n\nBecause it\u2019s important: Just as chief financial officers and their management teams should be business people, not financial people; just as chief marketing officers and their management teams should be business people, not marketing people; just as chief operating officers should be a business person, not an expert in how to run day-to-day operations, so you should be a business person, not a technology person.\n\nOnce you cross this great divide you\u2019ll no longer have to be troubled with setting a technical direction for your teams, because you\u2019ll be a business person, not a technical person.\n\nOf course, that isn\u2019t entirely fair. You will set technical direction, based on events held for IT managers in luxurious settings and with golf-filled agendas, in which your hosts will give you the level of technical detail \u2014 and Full Buzzword Compliance \u2014 appropriate for IT managers-who-are-business-people.\n\nNor will you ever have to again endure a detailed discussion of what things should actually cost and how much time they\u2019ll actually take given what goes right and wrong with real-world technology, not to mention what to do about it when it does. These complexities are, after all, concepts that technical people, not business people, have to understand.\n\nStep 5: Make new friends\n\nMemorize this phrase and use it frequently in conversations with your former peers: \u201cI\u2019m not here to make friends.\u201d Drop it in whenever \u201cthat\u2019s why they call it work\u201d doesn\u2019t quite fit the situation.\n\nBut life gets lonely when you have no friends. So make new ones.\n\nChoose carefully, though. Apply the same level of due diligence you\u2019d use in selecting a mission-critical technology.\n\nNo, scratch that. You\u2019re a business person, not a technologist, so apply the level of due diligence you\u2019d insist on the technologists reporting to you would use. In any event, you want your new friends to be well-connected, politically safe, not overly talented, yet also willing to introduce you.\n\nIntroduce you to whom? To people who won\u2019t care if you\u2019re their friend, but are delighted to experience your talents at knowing who to kiss, when, and where.\n\nThat\u2019s all metaphorical, of course, and if not, please don\u2019t tell me.\n\nStep 6: Be decisive\n\nTired of analysis paralysis? Excited by book titles like Fail Fast and Blink! that extoll the virtues of action over the tiresome detail of extensive research and careful thinking?\n\nThe next time an important decision floats into view, just make it, and having made it, don\u2019t allow those reporting to you to second-guess the direction you\u2019ve set.\n\nWhy not? Re-read Steps 1 and 4.\n\nBut \u201cjust make it\u201d is a bit of an oversimplification. You want to talk it over (briefly) with your new circle of friends, maybe involve one or two of them in the endeavor.\n\nThat\u2019s important because when you fail fast and learn that failing fast is something the company\u2019s executives say when they support a losing idea \u2014 it doesn\u2019t extend to those who toil in the trenches a few layers down \u2014 when you fail, whether quickly or at a more leisurely pace, you\u2019ll want to have a scapegoat primed and ready for deployment.\n\nStep 7: Subordinates\n\nThey used to be your peers. They used to be your friends. You used to eat pizza with them (see above), drink the occasional beer with them, and gripe about lousy management with them.\n\nNow they report to you. They\u2019re your subordinates, as in \u201csub,\u201d which means \u201cunder,\u201d and \u201cordinate,\u201d which means \u201cthe vertical value in a pair of coordinates.\u201d\n\nWhen someone is your subordinate, they are by definition beneath you.\n\nYou don\u2019t have to be pompous and overtly arrogant about it, but you need to make it clear to everyone in that position what your relative positions are.\n\nBut be nice about it. It\u2019s OK to call your subordinates terms like \u201crank and file,\u201d \u201cthe troops,\u201d \u201cthe great unwashed,\u201d or \u201ccannon fodder,\u201d but only to your new circle of friends.\n\nFor the men and women who report to you, \u201csubordinate\u201d sums up your expectations quite nicely without being offensive. Well, not too offensive.\n\nStep 8a: For on-site subordinates, remember that management is a lot like parenting\n\nChildren need parents: people who keep an eye on them, make sure they don\u2019t head in the wrong direction, don\u2019t make the wrong friends, don\u2019t succumb to peer pressure, or otherwise commit any of the mistakes their parents did and learned from.\n\nSubordinates are like that too. If you keep a close eye on them to ensure they make no mistakes, they\u2019ll commit fewer mistakes, which means you won\u2019t have to explain to your manager how one of your subordinates goofed up.\n\nMeanwhile, they\u2019ll become dependent on you to make decisions that have any risk at all attached to them \u2014 more childlike, as it were, and therefore less likely to want to pursue their own ideas and directions.\n\nExtra credit: Many of your subordinates are, when they leave the workplace, parents themselves, doing their best to raise their own children. Since, as a manager, you\u2019re now an expert in child rearing, make sure to give these folks the benefit of your wisdom on the subject. They might not thank you for it, but then, do children ever thank their parents?\n\nStep 8b: For remote subordinates, take \u2018If you can\u2019t measure you can\u2019t manage\u2019 seriously\n\nThey\u2019re remote. How do you know they\u2019re working on company business and not busily spending their time on Facebook and Instagram, or socializing with their buddies on Zoom?\n\nAnswer: Make your relationship with them transactional, based solely on the tasks you assign them and whether they successfully guess what you meant when you assigned them and complete them in the time you allotted.\n\nOr, if they\u2019re production workers, whether their outputs keep pace with your inputs.\n\nRelish the time you save by not having to get to know them as human beings, not to mention the additional time you save by not having to deal with team dynamics anymore.\n\nIn the old days you had to. With everyone face to face and interacting socially as well as professionally, you couldn\u2019t pretend you didn\u2019t know about conflicts and interpersonal distrust.\n\nWith remote employees, in contrast, all that matters is making sure each one has enough tasks and assignments stacked up that you can measure their productivity. Even better, you can structure their work so they never have to interact with each other except when they hand off work in progress to whomever is responsible for what has to happen next.\n\nTeam dynamics? With remote employees, who needs teams?\n\nStep 9: Value your subordinates\u2019 contributions\n\nValue them so much that they never move to other opportunities.\n\nBecause you know Marcia will get the job done when it comes to making sure the general ledger closes properly every month. After all, she\u2019s made sure of it every month for the past 10 years. If she moves into a different role, you\u2019ll risk the wrath of the CFO if Marcia\u2019s replacement has a rocky month or two getting the hang of things.\n\nYou can help ensure Marcia stays where she is by dropping the quiet word here and there that while she\u2019s very good at what she does, she isn\u2019t that versatile \u2014 she\u2019s a specialist who\u2019s found her niche.\n\nSelf-fulfilling prophesy can indeed be your friend.\n\nStep 10: Lead from in front\n\nLeaders are people other people follow, so make sure to lead from in front.\n\nIf, for example, your team does something amazing that would be of interest to the executive leadership team, be sure they create the PowerPoint version and thoroughly brief you on the contents so that you\u2019re fully prepared to present the accomplishment.\n\nAfter all, you\u2019re the one who built a team capable of accomplishing whatever it is, and you\u2019re the one who would have been held accountable if the team hadn\u2019t done the job.\n\nIt only makes sense that the ELT should associate you with the success.\n\nIn conclusion\n\nHere\u2019s the best part. Manage your troops like this and you can be confident at least a few of the ones who are most overpaid will decide to pursue other opportunities.\n\nWhich means you\u2019ll finish the year under budget.\n\nPromotion to the next level, here you come!