With some guidance, new managers will thrive. And so will their coworkers. Finding the rare person who can wear a technical, business and management hat is a tough job for the CIO. New managers need training but rarely get it. “Some companies have HR courses or will pay for outside training; but in general it’s hit or miss, not required or not oriented to the [right] issues,” says Rory LaGrotta, a senior IT executive at a major California company who has worked in senior IT spots at companies like GTE and Clorox. LaGrotta, who spoke under the condition her employer remained nameless, advocates assigning “guidance counselors” for new managers. They should be experienced managers from the same field and should be available to answer questions and offer advice. LaGrotta also recommends moving managers frequently between different projects and teams so they get breadth of experience. “It teaches them to work with different types of people, but you will take a hit on productivity as a result,” she warns.Another way to help ease the transition—and minimize risk—is partial job rotation, suggests John Sullivan, chief talent officer at Agilent Technologies. An up-and-coming manager could sit in the CIO’s desk one day a week. If the manager likes it and shows she can handle the job, she’ll move into it when the time comes.The first step into management may be the most painful, but with the right mentor it’s where managers learn the lessons that propel them into leadership. “I remember myself as a cocky technician who thought the world revolved around the technician as opposed to the customer,” says John Lochow, executive vice president of worldwide systems and logistics for Tech Data Corp. in Clearwater, Fla., recalling his first management job. His boss, a second-level manager named Barbara, urged him to develop communication skills if he wanted to get anywhere in his career. He did and has held several executive positions at large companies since. Without Barbara’s help, he’s sure he wouldn’t be a CIO today. “I suspect I would have been a very good technical resource somewhere that people used but only tolerated,” he says. Related content brandpost Sponsored by SAP Innovative integration drives automotive group to SAP awards Using SAP Build Process Automation, China Grand Automotive Services Group Co., Ltd. accelerated and streamlined processes for its 700+ dealerships, saving time and costs while earning recognition for its innovation. By Tom Caldecott, SAP Contributor Dec 11, 2023 4 mins Digital Transformation news Concerns remain even as the EU reaches a landmark deal to govern AI Experts believe the new regulation would add a significant compliance burden on businesses as some argue it could even stifle the growth of the rapidly developing technology. By Gagandeep Kaur Dec 11, 2023 7 mins Regulation Artificial Intelligence feature CIOs grapple with the ethics of implementing AI With ethical considerations around AI use increasingly top of mind, IT leaders are developing governance frameworks, establishing review boards, and coming to terms with the difficult discussions and decisions ahead. By Esther Shein Dec 11, 2023 13 mins Generative AI Data Governance IT Governance feature Reed Smith turns to AI for lawyer staffing solution The legal firm’s Smart Resourcing tool helps balance workloads and ensure partners find associates with the right skills and experience, while empowering employees to make connections across the firm’s global footprint. By Sarah K. White Dec 11, 2023 8 mins CIO 100 Legal Digital Transformation Podcasts Videos Resources Events SUBSCRIBE TO OUR NEWSLETTER From our editors straight to your inbox Get started by entering your email address below. Please enter a valid email address Subscribe