Identified Expertise

  1. AI & Machine Learning2
  2. Disruptive & Emerging Technologies2
  3. People & Leadership1

Content Brenda is Following

How long does an employee typically stay within your team?

Talent Management & Performance

< 1 year

1-3 years

4-5 years

> 5 years

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Have you observed an increase in instances where managers decline promotions or choose to accept lower pay and titles to avoid team management responsibilities?  I currently support a team of 50 employees, I've encountered four cases of this phenomenon in the team. Through discussions with peers in both the industry and government contact, I've found that others are facing challenges in attracting talent to embrace higher-level roles in technology management. I'd love to hear your perspective on this matter as well. Have you encountered similar trends?

End-User Services & CollaborationEngineering

Yes - I am seeing more opt for less personnel management responsibilities.

Nope - Members are eager to rise and stretch into wider responsibilities.

Maybe - Have not seen or seen this in my works.

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Let's talk about keeping internal politics out of IT decisions. What practical steps have you taken to make your decision-making process really clear and transparent?

Peer InsightsEmployee Engagement
Brenda Fannin
Brenda FanninDirector of IT at PRESIDENT & FELLOWS OF HARVARD COLLEGE in Education4 months ago
We've established processes similar to those described by Mudit, with ceremonies and quarterly planning. By adhering to predefined processes that incorporate proper checks and balances, we aim to minimize political influence ...read more
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When you need to turn down an IT request from stakeholders – can you share any particular phrasing, timing, or context-setting methods that have helped stakeholders understand and accept your decision while maintaining their trust and collaboration?

People & LeadershipPeer Insights
Brenda Fannin
Brenda FanninDirector of IT at PRESIDENT & FELLOWS OF HARVARD COLLEGE in Education4 months ago
Timing and context-setting are crucial. It's important not to delay saying no. In my regular updates with stakeholders and managers, I first address the requests I have denied or cannot commit to. This approach ensures their ...read more
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Brenda Fannin, Director of IT at PRESIDENT & FELLOWS OF HARVARD COLLEGE at PRESIDENT & FELLOWS OF HARVARD COLLEGE | Gartner Peer Community