Dear Bob ... I have a newly promoted IT manager who's causing me sleepless nights. I've made him responsible for a major effort - without going into detail, it's about formalizing some of our IT processes that are sloppy and out-of-control - but he never seems to have the time to work on it. I have a hard time faulting his sense of priority, as the reason is always some technical problem or other that the techs Dear Bob …I have a newly promoted IT manager who’s causing me sleepless nights. I’ve made him responsible for a major effort – without going into detail, it’s about formalizing some of our IT processes that are sloppy and out-of-control – but he never seems to have the time to work on it. I have a hard time faulting his sense of priority, as the reason is always some technical problem or other that the techs working for him can’t figure out (he’s a terrific technician).But as you know, bad process doesn’t fix itself, and as a company grows it can get a company into big trouble. I’m not sure what to do – telling him to troubleshoot faster doesn’t seem realistic, and he does work long weeks. – On the horns of a dilemmaDear Punctured …Sounds to me like he’s working on the problems he understands and enjoys, practicing avoidance on the problem he neither understands nor finds interesting. Your first step is to call him on this, directly. Be empathic, but unsparing: “I do understand – when I first moved into management I treasured the time I spend under desks tracking down bad cables. That doesn’t mean you get to do it at the expense of the work you’re now responsible for, though.” Make it clear that it’s okay for his techs to struggle with the more difficult problems. That’s the only way they’re going to grow. So from here on in, when they’re stuck he can spend five minutes providing tips, but if they need more than that they’re the wrong techs and its up to him to replace them with the right ones.They aren’t, of course, and he won’t, but it will get the point across.You’ll have to make this and the related points to him about having to move forward on his compliance project. You’ll have to handhold him through the initial steps, too – have you been giving him an hour a week to review what he’s done and plan his next steps? – and it’s possible you’ll have to demote him and find a manager who can do the job. Often, though, with a few repetitions, a managers who’s having a hard time letting go of his comfort zone can make the transition with the right encouragement (and a few swift kicks to the comfort zone).– Bob Technology Industry