If you feel that the technological developments you’ve recently experienced are impressive, for sure you’re going to be even more amazed in the years ahead. Astonishing advances not even contemplated a few years ago are now just around the corner. Consider, for example, that in the eight months between the time that these words are written and then published, the number of transistors in a microprocessor may double to almost a billion. When the first microprocessor was created in 1971, it contained 2,250 transistors. And every eighteen months since then the numbers have doubled.

These developments will change our lives in many ways as these microscopic chips find their way into all facets of our lives. No other aspect of our organizations changes as quickly as information technology (IT), which makes that aspect difficult to understand and control. As a leader you cannot afford to spend time being the technical guru, but you can ensure that technology helps add value to your organization’s success. These practices will make that a reality:

✓ Demonstrate the importance of technology as a key ingredient for survival and growth by working closely with your chief technology officer and her staff.

✓ To identify new opportunities to improve, benchmark your IT practices against organizations that have excellent reputations in the IT field. In order to identify what levels of service are reasonable and practical, listen to companies that want you to outsource your IT function to them. Hold your IT department to the same service standards as may be available from outside.

✓ Evaluate who is doing the value-added tasks—your own employees or consultants. It is a generally accepted principle that anything created
by your own employees remains the property of the company. However, in general, anything created by external consultants belongs to them and can be used outside your organization unless it is specifically agreed to the contrary in writing.

✓ Review work that is done in-house that could potentially be outsourced. Conversely, are there opportunities to ‘‘in-source’’ work that could be done more effectively by your own employees and give you the additional benefit of flexibility and control? If outsourcing is an option, consider the problems that must be overcome, including:

• lack of control

• lack of flexibility

• redundancy among employees and its impact on morale

• the cost of employee severances

✓ Be sensitive to the number of platforms being used across the organization, with a view to standardizing. Consult with your IT people to ensure that your platforms are compatible with those being used in the organizations to ensure standardization and compatibility wherever possible.

✓ Encourage your staff to follow personal-use policies so that everyone knows:

• how much time, if any, can be devoted to personal surfing and
e-mails

• the types of Web sites or specific sites that are either approved or
forbidden for access

• the types of messages from outside the organization that employees are strictly forbidden to distribute, such as jokes, sexist materials,
chain letters, and pornography

✓ The form of disciplinary action associated with infractions should also be specified. How this policy will be enforced will be influenced by factors such as the cost of policing and the severity and sensitivity of each breach of company policy.

✓ Review the strategy and costs associated with avoiding spam and viruses, such as the use of specific software and firewalls. Look for new and productive ways to deal with this scourge.

✓ Review the practicality of the technology being used. Is it the most practical or is it the most fashionable—and possibly the most expensive? Ask yourself if less-expensive systems might do the job equally well.

✓ Evaluate the policy on funding new equipment. Are you taking advantage of group discounts? Are you getting the best tax advantages from
purchasing practices? Are you leasing equipment that has a short life span and buying equipment that has a longer life span?

Leaders spend a good portion of their time in meetings, and much of that time is wasted. It is possible to cut meeting times in half, especially if you use a few simple techniques. These techniques are important since as a leader you will set the standard for meetings that others need to emulate.

1. Let people know in advance what the meeting is about. Send out an agenda showing:

• time and place
• meeting objectives
• items that will be dealt with
• any preparation needed

2. Start the meeting on time, even if some stragglers come late.
3. Provide a copy of the agenda.
4. Create common understanding at the outset. You should confirm that everyone understands:

• the purpose
• the amount of time that the meeting will take
• the process that will be used

5. Get organized. Since you will be preoccupied with the process and content, it is valuable to have others assist in different roles. For example, you may want to get volunteers to:

• keep time
• take the minutes
• record items on a flip chart, as needed

6. Keep the process moving, one item at a time. Each item may require a different process depending on whether it is:

• Information Sharing. This purpose often requires a formal presentation.
  It’s good to have visuals so that members can see what is
  being discussed.
• Feedback. This agenda item requires that you give everyone a
  chance to comment on an issue. Encourage people to listen to each
  other’s ideas, and record them on the flip chart if necessary. If
  there is concern that a few people will dominate the discussions,
  consider a round-robin approach—giving each person a chance to
  speak in turn—enabling people to ‘‘pass’’ if they have nothing new
  to contribute.
• Problem Solving. Take a systematic approach. Start with agreement
  about the nature of the problem. State it succinctly. Next, canvass
  for ideas as to the cause. If a variety of ideas are offered, consider
  recording these on the flip chart or with sticky notes. Group the
  ideas and discuss them until a consensus emerges as to which is/
  are the most important. Finally, agree on a plan of action, making
  sure that someone takes responsibility for each item.
• Planning. Create a list of items that need to be taken care of and
  allocate responsibility for each item. Get commitment to a specific
  date for completion.

7. At the end of the meeting summarize what has been achieved and any plans for a follow-up meeting. Thank those who have attended.

If the meeting has not been as constructive as you would like, take a risk and share that observation with participants. Ask them for ideas as to what could be done better next time.