How can IT Outsourcing employees take on a leadership role?

Communication is definitely important - both to the team and with the customer. And if the communication focusses on "value" delivered, then it becomes more meaningful. Communication to the team is to align everyone to the broader vision (focus on "why" and then "how", "what" will follow). Communicate the "value" delivered to the customer, and not just cost savings, productivity. The benefits should translate to business value for the customer.

The best outsourcing leaders have worked their way up the ranks. They've been individual contributors, they have proven themselves in many situations, over a large period of time and have been counted faithful. Faithfulness and longevity is not common. When you have staff that have proven themselves for years, they understand customer service, they understand what it means to be a servant leader, they have a great moral compass and make ethical decisions, and they understand their department or what it takes to win, they are prime to be given the opportunity to move into a management or a leadership position.

Be nice to employees. Be honest and transparent, be the leader other would like to follow. Only a personal example of being good hardworking person matters. Demonstrate expertise, always make your hands dirty. Take ownership, never throw your people under the bus. Be the leader you have never had!

Inicialmente é muito importante que o líder entenda profundamente as dores de seu cliente e de sua equipe, ou seja, para se comunicar de forma construtiva é necessário entender quais são os reais problemas e as expectativas em relação ao projeto e principalmente em relação as partes envolvidas.

There's no such thing as "over communicate" while dealing with stakeholders for a given initiative, the more you do it, the more you get to both: 1/ share your perspectives on how objectively things are developing (or not) & 2/ gather input against your perspectives and whether some details needs inclusion / revision for everyone's benefit.

Understanding what level of experience your team are is the first stage. You can’t lead newbies the same way as highly experienced people, it just doesn’t work. Build your emotional intelligence, mental resilience and empathy as it will greatly benefit your ability to deal with anything.

Leaders progress initiatives through savvy communication versus formal authority alone. So honing these ’soft’ skills pays big dividends for IT outsourcing pros’ leadership journeys. - Active listening - Delivery finesse - Tailoring communication mode, structure, and vocabulary to suit the audience - Influencing without authority - Honing persuasive skills to shape peer decisions by aligning technical recommendations to business outcomes - Relationship mgmt - Diplomacy - aids adoption more than directives - Presentation mastery - articulate technical achievements in simplified terms using storytelling techniques - Cross-cultural sensitivity - Adapting communication across global delivery centers/client culture divides builds cooperation

IT outsourcing employees can step into leadership roles by proactively taking on more responsibilities and showcasing their ability to handle complex projects. Developing strong communication skills is key to effectively managing teams and interacting with clients. They should focus on continuous learning, staying abreast of the latest industry trends and technologies, to provide innovative solutions. Building a network within and outside the organization can open up opportunities for mentorship and collaboration. Demonstrating problem-solving skills and a positive attitude towards challenges can set them apart. They should also seek feedback, use it constructively, and be willing to mentor others.

The shape of IT Outsourcing has changed dramatically over recent years. Services have evolved from a resource / task model to using AI and machine learning delivering proactive insights, reducing costs and delivering on business goals. The role of those looking to progress to a leadership role should focus on the outcomes their business are looking to deliver and how they can be integral to the journey.

Consider how often you engage with individuals throughout the day. Whether composing emails, facilitating meetings, participating in teleconferences, generating reports, crafting presentations, or engaging in discussions with colleagues—the list goes on. Contemplate the numerous accidents and disasters that could be averted if communication were executed appropriately. We spend nearly the entire day communicating. So, how can we significantly boost our productivity? Well, we can ensure that we communicate as clearly and effectively as possible. Always consider the 7C rules in your communication: Make it Clear, Concise, Concrete, Correct, Coherent, Complete and Courteous. That´s all folks. See you!

Absolutely !!! Showing Initiative and being proactive are key ingredients to taking on leadership role. Showing Initiatives come from demonstrating 'passion' in every possible way you can, it could be meeting delivery timelines, delivering quality work, going 'above and beyond' when it comes to supporting your peers, building 'trust' with everyone (clients and colleagues). I would attribute 'Being Proactive' to knowing more about the clients business, identifying and providing solutions to business inefficiencies, business growth or business/technology vulnerabilities,

This point is key in any industry if you want to grow into a leadership role. View "extra work/responsibility" as an opportunity. Often this means your leader trusts you and this is a key step towards being ready and being viewed as ready for a leadership role. If you don’t get assigned these tasks, be proactive and volunteer. This is an excellent way of proving yourself as well as developing your competence.

Consider Leveraging the core strength or capability your outsourcing organisation possesses that perhaps the customer does not. Challenge if it’s outside of the scope of your engagement but potentially beneficial to the customer who may not be aware or understand core strengths of your organisation. Worth a conversation internally before launching into also.

In today's dynamic business environment, successful IT leaders are those who can align technical solutions with the emotional aspirations and challenges of business owners. Working on the emotional side is critical for effective collaboration and fostering long-term partnerships. Business owners now seek IT partners who not only provide solutions but understand their unique challenges and aspirations. So investing in understanding the emotional needs of your business counterparts, enhancing your ability to convey complex technical ideas in a way that resonates with non-technical stakeholders and aligning your IT solutions with the long-term goals and aspirations of your client's business are the vital points

Leadership potential manifests through enterprising behaviors - beyond solid domain delivery - that further organizational objectives without being limited by formal KPIs. - Anticipating future needs - preempting challenges with prepared solutions rather than just reacting - Championing ideas - Formally pitching use cases, collecting data, enlisting collaborators, etc., rather than just sharing ideas advances adoption - Broadening expertise - Driving optimization - Networking strategically - Seeking senior peer mentorship/lightning talks with leadership provides visibility to decision-makers - Embracing risks - Community building - Creating forums to connect peers allows sharing of best practices and nurturing wider skill pools

As an outsourced vendor, you are coming in to the organisation as an expert consultant. You need to demonstrate that expertise fairly early on to build your credibility and earn respect from the team. You need to take stock of the team you will be working with to make sure you know what skills others have. Knowing the skill of your team allows you to leverage what other have, understand what skill gaps there are and see how you can help bridge the gaps. Assess if it require your skills, or do you need to hire people. Doing this early on will mark you out as a leader. Teams feel confident being led by people who show they have done their homework and are willing to listen to them, rather than bulldoze a new approach with a new title.

I completely agree with this, as an outsourcing organisation you are there to provide value to the client. While the focus of value is increasingly on transformation and innovation initiatives, these are largely driven from what’s been agreed within the contract and can have many moving parts across a large number of stakeholders. As an individual within an outsourcing organisation, your desire and ability to keep on top of industry trends/technology is pivotal in allowing you to excel within your role and influence peers. The combination of a deep understanding of your subject matter and having a proactive outlook will be a large step in becoming a leader within your organisation. A culture of excellence is contagious.

Aqui entra um aspecto interessante e que eu acredito ser aquele que está absolutamente dentro do raio de poder de qualquer um: ter uma atitude positiva! Pode acontecer de se estar prestando serviços para uma empresa que eventualmente possui uma cultura (na minha opinião atrasada) de não valorizar adequadamente as pessoas, em especial os terceiros. Nessas empresas é comum o terceiro ser visto quase como uma "máquina orgânica" que está ali para executar atividades apenas dentro daquilo que está previamente determinado e pensado por alguém. Mas muitas vezes (para não dizer todas) esse alguém não tem como pensar em tudo (afinal, ninguém tem esse poder) e as demais pessoas são subaproveitadas. Aqui entra a iniciativa pessoal de agregar valor!

Acreditido que cada profissional tem o seu potencial. Eu sempre acreditei nas minhas ideias sempre. Sempre fui qustionador e inquieto. Quero respostas.. sermpre.....

Treat the change as an opportunity. Typically outsourced employees enter a professional IT Service Provider that provides much more career opportunities than the former employer because it’s their core business. Especially during transition phase context specific knowledge is helpful to take over services and ensure a smooth cut over date.

Take the new opportunity as a way to grow professionally and personally. Seek out new business contacts and new mentors to learn and grow. Also become a mentor, as business expertise, insight, and knowledge are key to a successful long-term IT outsourcing engagement that is beneficial to both parties.

Showing initiative and proactiveness are important for self development but identifying sponsor is important for growth within an organisation. Getting sponsorship has many hurdles and milestones and requires taking feedbacks with openness and showing commitment to 3D growth inspite of.

Skill Enhancement: Feedback from peers, managers, or mentors offers valuable insights into areas that need improvement. It helps individuals identify their strengths and weaknesses, allowing them to focus on enhancing necessary skills for leadership roles. Self-awareness and Growth: Constructive feedback fosters self-awareness. Understanding their strengths and areas needing development enables employees to set goals for personal and professional growth, which is crucial. Learning from others' Experience: Mentors, especially those with experience in leadership roles within IT outsourcing, provide invaluable guidance. They can share their experiences, offer advice on handling complex situations, etc.

Das Outsourcing ist ein komplexes Geflecht, welches Kommunikation, Technik, vertrauensvolle Daten, Kundenkontakt, etc. beinhalten kann. Somit gibt es eine Menge an Stakeholdern. Alle Belangen aus verschiedenen Abteilungen müssen verstanden und beachtet werden, um eine gute und langfristige Zusammenarbeit aufzubauen. Dies Bedarf viel Erfahrung in der Zusammenarbeit mit verschiedenen Unternehmen aus unterschiedlichen Branchen und verschiedenen Abteilungen. Aus diesem Grund kann die Zusammenarbeit mit erfahrenen Beratern helfen. Eine Erfahrene Führungskraft in diesem Umfeld kann enorm helfen, wenn sie weiß, wie das Wissen weitergegeben werden kann. Vielleicht sind Erfahrene Manager/Mentoren sogar der wichtigste Baustein für das IT-Outsourcing.

In my experience having a mentor provides one with a sounding board and allows one to ‘get out of your head’ when it comes to your views of your ability or working situations and solutions. Not all managers are good leaders or mentors, or communicators, so finding a mentor within other areas or outside of your organization allows one to work through ideas, suggestions, situations without biases, fear or consequences. The best mentor I have had is one who had the same business interest as myself, wants to change and improve the organization or its process but more so wants to invest and share their knowledge in people, want to see you flourish as a silent partner.

Ninguém faz nada sozinho, e atualmente é de grande valia definir e motivar equipes com diferentes experiencias e culturas. A pluralidade de idéias é que traz novas soluções. Como já dizia "Rui Barbosa" a unanimidade é sempre burra.

Some outsourcing engagements involve changes to the roles of and/or scope of work performed by employees of the client organization. Needless to say, not all changes are welcome, irrespective of size or scale of the organization ornature of business. For the outsourcing engagenent to be successful, it is necessary for the employees of the outsourcing provider to be empathetic to those of the client organization. There needs to be a culture of understanding and working patiently through resistance and push back.

Vernetzen Sie sich mit verschiedenen Kollegen die Ihr Wissen teilen möchten und versuchen Sie zu verstehen, was der Bedarf, die Herausforderungen und die Erfolgsfaktoren sind. Bauen Sie sich daraus eine Mindmap und versuchen Sie die Verknüpfungen zu verstehen und auszubauen. Dies ist eine Arbeit die äusserst kreativ ist und zu unglaublichen Mehrwerten beitragen kann, um neue Services und Produkte entstehen zu lassen.

Cross-functional Teams: You need to engage with members of other departments to understand the broader business context and build a network of contacts.

Agree, Collaboration is very critical to demonstrating leadership traits. 'I can do it all' or even worst 'Only I can do it all' may at times get you to be a leader but, it will never result in being a 'successful' leader. IN my experience, a successful leader is someone who always leads from the front AND, has everyone's back in times of crisis.

Typically entering a professional IT Servoce provider company grants access to a much broader set of capabilities and technology skills, that is current in the market. Broaden your skills and experience, learn about different client situations and adoption of technology, new ways of delivery and benefit from access to experts / groups.

J'adore le reseautage. Non pas parce que je suis Informaticien et mon poste souvent m'amène à établir des réseaux télécoms chez des clients. Mais ici je veux parler des relations qu'en tant que employé tu tisserais avec les collaborateurs, mais aussi avec les clients. Très important dans notre monde d'aujourd'hui d'appliquer une collaboration très franche et honnête avec l'autre. Pourquoi? À réfléchir...

I Agee, in my experience your ability does not stand on its own, collaboration and networking not only with in your team, or organization is key and this needs to extend to partners and clients. Through networking and collaboration comes outside views and opportunities that can be used to the benefit of your organization or client - be it solutions, process improvements - all part of continuous learnings that can benefit you as a person. Social networks have brought this all closer to us via active webex sessions or podcasts etc. and sharing knowledge and experience through these networks and collaborated efforts is without a doubt priceless.

Networking is the most powerful weapon for career progression, especially in large corporations. Unfortunately, it won´t pay off unless you have built a good reputation, so by the end of the day, it would be about working hard, networking! and playing hard.

When someone leads by example, they establish the standard for behavior, work ethic, and attitude. Also, actions speak louder than words when it comes to defining company culture. A leader who exemplifies the desired culture—whether it's innovation, collaboration, or integrity—encourages others to embody those values, fostering a cohesive work environment. Leaders who tackle challenges openly, and creatively, instill trust throughout the organization. Leading by example involves taking accountability for one's actions. When leaders admit mistakes, take responsibility and work towards rectifying them, it sets a precedent for accountability and encourages a culture where everyone takes ownership.

In my experience leaders that have stood out for me truly lead by example in the way they communicate, behave with all staff at whatever level, and walk the talk. They don’t only ask you as an outsource resource to live the business strategy, but they actively show their commitment and participation through their actions. Great outsource it leaders I have worked with have the same passion for the outcomes that they expect you to have, have your back to help you achieve the outcomes you are to deliver and give you the confidence through their actions that they support you, the mission and vision in order to be successful. They walk the talk…

Leading by example is a powerful way for IT outsourcing professionals to demonstrate leadership potential to stakeholders. It allows influencing without formal authority. - Pursue Passions - Spearhead adoption of solutions in emerging tech areas that genuinely interest you through self-study - Embody Values - Share Knowledge/Mentor - Collaborate Seamlessly - Proactively partner with other departments/vendors to enable mutual wins. It underscores team spirit - Address Needs Quickly - Acknowledge Mistakes - Analyze your failures openly/highlight key learnings for avoidance. Transparency and self-improvement signal maturity often lacking in formal leaders - Recognize Contributions

Liderança por exemplo é a base de qualquer cultura vencedora. Sempre defendo que cultura é algo que você não tem como comprar nem copiar. Da mesma forma, ainda não inventaram "culture as a service" e portanto, não há como fazer subscrição disso. Cultura é algo que se cria, cultiva e promove, e essa promoção é em grande parte um exercício da liderança pelo exemplo. Há de se considerar que muitas vezes um profissional terceiro não tem (de largada) o mesmo espaço que um funcionário, mas contra resultados não há argumentos!

I have found that leadership has nothing to do with title or role and far more to do with application of experience. If you apply your expertise to move your customer forward. You will provide benefit to your client and employer simultaneously. Lead

Uma das lições mais importantes que aprendi na minha carreira é que pessoas são a prioridade. Empatia, se colocar no lugar do outro, tratar o outro não só como você gostaria de ser tratado mas também como ele gostaria de ser tratado. Seja um líder inspirador e engajados.

Mais importante do que definir e implementar as regras e processos o líder deve trabalhar de acordo com o discurso, ou seja, é importante que a comunicação seja não só por palavras, mas principalmente pelos atos .

Accept the decisions made. And rather acknowledge the fact, that outsourced people are transferred for a reason. Because their skills and knowledge is needed and beneficial to the new company. And they can serve not only one client, but work for the entire client portfolio of their new company and leverage the shared delivery idea. There is multiple ways to succeed..as an specialist or in a client business development or management role.

Whether an outsourced employer or an in-house employee - two things are vital. 1. Problem Solving capability - If you see a problem then put forward your solution - it doesn't have to be pretty, but it must be able to solve the problem and should be able to work at a very low cost. The idea is to first cross the bridge and then worry about gold-plating the solution. 2. Communication Pathways - This is applicable especially if you are a long term employee. You should be able to.showcase the value your solution to the following (at the very least) - Your immediate manager and his/her peers. That will help build visibility and your reputation as well for being a dependable problem solver.

Outsourcing bedeutet, dass man sich in die Hände eines Fremden gibt. Das muss wohl bedacht sein - wie eine Ehe. Wenn die Ehe eingegangen ist, muss man offen über alles reden können, Probleme gemeinsam meistern und sich mit der Zeit aufeinander einstellen. Wenn beide Seiten bereit sind miteinander zu wachsen, können neue wunderbare Dinge daraus entstehen.

Leading by example is the best way preferred, It allows you to learn things in a practical way which leads to good work output....

A good leader is also someone who builds 'Trust' with his team members. "Trust" has a magic touch to accomplishing a lot when leading a team.

Outsourced employees in particular look up to the organisations they are delivering outcomes for mostly in awe and inspiration to join and grow as that is how typically outsourcing works. The key is to integrate strongly and network effectively, while delivering results . Hence communication becomes strategically crucial in such an environment. I have seen successful and expressive communicators rise rather quickly within the ranks .

Acquire cross functional skills that can be leveraged across other industries - deep domain expertise or generic skills like sales, marketing, account management, Finance, Operations, etc. that can be re-used in any other industry. Also in order for any changes to be successful ensure the changes that are being made are minimal. Example - moving from account management role from outsourcing to any other service industry may help keep the change to a minimum and help in increasing the chances of the change being successful.

Clearly define the R&R. PE : Project Executive - Relationship with CIO & CXO DPE : Delivery Project Executive - focal for Client IT Operation Manager SDM : Service Delivery Manager - lead technical support team SLM : Service Level Manager - focal for Contract manager CPM : Change & Problem Manager - Delivery Service Quality Control

Having leader skills doesn't mean you will become one. Don't forget to remind your manager that you have ambitions to become one, ask for tasks, help him and when moment will come you will be one who he can rely on.

It is a challenging way to outsource the existing legacy IT services. You have to accept the target to use standardized managed IT services, otherwise you will not have the commercial impact you are looking for. It is a critical vendor lock to outsource legacy service operations as is. This is a no-brainer but be sure, a lot of organizations tried to go that way, not having the power to organize the necessary cultural change.