IT Director Careers

The most valuable Directors on your team are often the hardest to promote… I learned this the painful way. Early in my career, I survived two restructurings. Both times, talented people lost their jobs while I stayed. So I made a decision: I would become so good at my job that they could never let me go. I became the answer to every question. The fixer of every fire. The keeper of every detail. It worked. I was indispensable. Then I told my boss I wanted to move up. His response knocked the wind out of me: “But you’re so good at what you do. Why would you want to do anything else?” The very thing I built to keep me safe had become the wall keeping me stuck. This is the Irreplaceability Trap ⚠️ And the cruel part? You can’t see it while you’re in it. Every problem you solve. Every fire you put out. Every time you say, “I’ll just handle it.” It feels like you’re proving your value. You’re not. You’re building your cage. Here’s what most people misunderstand about moving from Director to VP ↓↓ The skills that get you here can stop you from getting there. At Director level, success looks like: • Being the expert • Owning the details • Making sure nothing breaks At VP level, success looks different: • Building systems that run without you • Developing leaders who can take over • Setting direction instead of managing tasks One path is about control. The other is about scale. Here’s the hard truth: Companies don’t promote people they can’t replace. They promote people who already act at the next level. Letting go feels risky. You worked hard to become the expert. But staying indispensable doesn’t make you more valuable. It makes you harder to promote. Most Directors choose the safe path. The ones who become VPs choose growth even when it feels uncomfortable. Because moving up isn’t about being needed everywhere. It’s about being trusted to lead at a higher level. If this resonated, Thursday’s free masterclass goes deeper. It shows high-performing women leaders how to close the strategic credibility gap... so your judgment is heard, not buried under process. 👉 Register here: https://lnkd.in/gxpQrUGT Follow Jill Avey for leadership insights that actually move careers forward

Most IT Directors think the next promotion requires another certification.⁣ ⁣ 𝐈𝐭 𝐝𝐨𝐞𝐬𝐧’𝐭.⁣ ⁣ I learned that the hard way through many painstaking years of frustration.⁣ ⁣ When I moved from IT Director to Vice President, nothing changed for me in terms of understanding more technologies.⁣ ⁣ What changed was 𝘩𝘰𝘸 𝘐 𝘵𝘩𝘰𝘶𝘨𝘩𝘵.⁣ ⁣ I stopped trying to win inside my department and started focusing on how I 𝐬𝐡𝐨𝐰𝐞𝐝 𝐮𝐩 with 𝘮𝘺 𝘱𝘦𝘦𝘳𝘴.⁣ ⁣ I stopped explaining systems architecture and why uptime was at or above all benchmarks and started explaining outcomes.⁣ ⁣ I stopped holding onto the hands-on work technical work that I loved and started 𝐛𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐥𝐞𝐚𝐝𝐞𝐫𝐬.⁣ ⁣ I became reliable under pressure.⁣ ⁣ Not brilliant.⁣ ⁣ 𝘙𝘦𝘭𝘪𝘢𝘣𝘭𝘦.⁣ ⁣ That shift is what got me 𝐩𝐫𝐨𝐦𝐨𝐭𝐞𝐝.⁣ ⁣ If you’re a Director trying to operate at the next level, this may save you a few years.

Stop being the IT department’s repair shop—start leading strategic change. You’re more than just tech support—here’s how to prove it. Tech leaders, it's time to rewrite your role. You're not just the person who keeps the lights on - you're the visionary who illuminates new paths forward. Here's how to make that shift: 𝟭. 𝗔𝗹𝗶𝗴𝗻 𝗧𝗲𝗰𝗵 𝘄𝗶𝘁𝗵 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗚𝗼𝗮𝗹𝘀 Every project should answer: "How does this drive our strategy?" When you present, lead with outcomes, not gigabytes. Show how IT propels the company forward. 𝟮. 𝗕𝘂𝗶𝗹𝗱 𝗕𝗿𝗶𝗱𝗴𝗲𝘀 𝗔𝗰𝗿𝗼𝘀𝘀 𝗗𝗲𝗽𝗮𝗿𝘁𝗺𝗲𝗻𝘁𝘀 Be curious. Learn what keeps other leaders up at night. Then, offer solutions they haven't even dreamed of yet. Your value skyrockets when you solve problems beyond the server room. 𝟯. 𝗖𝗵𝗮𝗺𝗽𝗶𝗼𝗻 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 Don't wait for permission to innovate. Pilot new ideas that could transform the business. Be the catalyst for "what if" conversations that open new possibilities. 𝟰. 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝗪𝗵𝗮𝘁 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 Capture the impact of your work in terms the C-suite cares about. Revenue generated. Costs saved. Customer satisfaction improved. Let the numbers tell your story. 𝟱. 𝗖𝗹𝗮𝗶𝗺 𝗬𝗼𝘂𝗿 𝗦𝗲𝗮𝘁 𝗮𝘁 𝘁𝗵𝗲 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗧𝗮𝗯𝗹𝗲 Inject tech insights into high-level planning. Show how IT isn't just a support function - it's a cornerstone of future success. Your perspective is essential. 𝙏𝙝𝙚 𝙎𝙩𝙖𝙩𝙨 𝘿𝙤𝙣'𝙩 𝙇𝙞𝙚: - 32% of IT pros feel they lack leadership skills to advance. It's time to invest in yourself. (Global Knowledge) - 70% want leadership roles, but only 40% get needed development. Seek mentors and training. (Gartner) - IT leaders with business savvy are 2.5x more likely to reach the C-suite. Master the big picture. (Deloitte) The shift from "fix it" to "future it" won't happen overnight. But with persistence and vision, you'll transform not just your role, but your entire organization's relationship with technology. Pick one of these steps. Implement it this week. Share your results. Let's change the narrative together.

IT Suport to ITSM The Career Path Nobody Talks About When most IT Support professionals think about advancing their careers, the typical routes we hear about are cybersecurity or cloud computing. Both fields have higher starting salaries, sure but what if I told you there’s another path that not only builds on your existing skills but positions you as a future CIO or CTO? Let me introduce you to IT Service Management (ITSM). What Is ITSM, and Why Does It Matter? ITSM isn’t just about troubleshooting or ticketing systems, it’s about designing and implementing IT processes that align directly with business objectives. It’s the bridge between IT and leadership, ensuring the technology side of the business drives real, measurable outcomes. Companies are heavily investing in ITIL frameworks and tools like ServiceNow to integrate IT more closely with their strategic goals. Here’s why this career path is so valuable: • ITSM professionals don’t just fix problems they design solutions that shape company operations. • It’s a springboard for leadership roles, such as IT Director, CIO, or CTO. • The salaries are competitive, with ITSM professionals earning $90,000+ on average, but the real value lies in career progression to decision-making positions. Why ITSM Is a Better Move for Leadership While cybersecurity and cloud computing may have higher base salaries, ITSM puts you in the rooms where decisions are made. Cybersecurity and cloud professionals often remain deeply technical or focused on specialized tasks. ITSM, on the other hand, is about aligning IT with business strategy, giving you the business acumen that positions you as a future leader. How to Transition to ITSM from IT Support 1. Earn ITSM Certifications: Start with certifications like ITIL Foundation or ServiceNow Certified System Administrator (CSA). 2. Leverage Data from IT Support: Use ticket trends and customer feedback to demonstrate how your insights have saved time, reduced costs, or improved workflows. 3. Embrace Automation and AI: Highlight your skills with tools like PowerShell, AI ticketing systems, or self-service platforms to position yourself as a driver of efficiency. 4. Showcase Business Alignment: Frame your contributions to IT Support in terms of business outcome and how you’ve improved processes, enabled growth, or reduced operational risks. ITSM as the Career Springboard Unlike cybersecurity or cloud computing, ITSM isn’t just a technical role it’s a strategic career path. If you want to work your way into C-suite positions like CIO or CTO, ITSM is your fastest track because it combines technical expertise with leadership and business alignment. Instead of chasing salaries in roles that may hit ceilings, focus on building a foundation for long-term leadership. ITSM gives you the tools to design systems, manage teams, and make high-level decisions exactly what companies look for in future executives. #techcareers #careergrowth #ITjobs #ITSM

5 Signs You’re Ready for a Director Role (Even If No One’s Told You Yet) Not every promotion comes with a tap on the shoulder. If you’re a manager who’s been delivering solid results for a while, you might be wondering: 𝗪𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝘄𝗵𝗲𝗿𝗲 𝗜 𝗮𝗺 𝗻𝗼𝘄 𝗮𝗻𝗱 𝘁𝗵𝗮𝘁 𝗻𝗲𝘅𝘁 𝘀𝘁𝗲𝗽? Here are a few signs I’ve seen, in myself and in others, that someone’s operating at a Director level, even before the title shows up: 𝟭. 𝗬𝗼𝘂’𝘃𝗲 𝘀𝗵𝗶𝗳𝘁𝗲𝗱 𝗳𝗿𝗼𝗺 𝗱𝗼𝗶𝗻𝗴 𝘁𝗵𝗲 𝘄𝗼𝗿𝗸 𝘁𝗼 𝘀𝗰𝗮𝗹𝗶𝗻𝗴 𝗶𝘁. You’re no longer the “fixer.” You’re thinking in terms of structure, delegation, and repeatable success by building systems, not just solving problems. 𝟮. 𝗬𝗼𝘂 𝗺𝗮𝗸𝗲 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝘁𝗿𝗮𝗱𝗲-𝗼𝗳𝗳𝘀 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗯𝗲𝗶𝗻𝗴 𝗮𝘀𝗸𝗲𝗱. You understand what matters to the business. You don’t escalate every decision. Instead, you make the tough calls and can explain the why. 𝟯. 𝗬𝗼𝘂 𝗺𝗮𝗻𝗮𝗴𝗲 𝗯𝗲𝘆𝗼𝗻𝗱 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺. You’re influencing cross-functional peers, aligning priorities, and building trust across the org. People loop you in early because you add value. 𝟰. 𝗬𝗼𝘂 𝗱𝗲𝘃𝗲𝗹𝗼𝗽 𝗹𝗲𝗮𝗱𝗲𝗿𝘀, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝘁𝗲𝗮𝗺 𝗺𝗲𝗺𝗯𝗲𝗿𝘀. You’re not just coaching performance, you’re coaching mindset. You’re helping people see further than their current scope. 𝟱. 𝗬𝗼𝘂 𝘀𝘁𝗮𝘆 𝗴𝗿𝗼𝘂𝗻𝗱𝗲𝗱 𝘄𝗵𝗲𝗻 𝘁𝗵𝗶𝗻𝗴𝘀 𝗴𝗲𝘁 𝗺𝗲𝘀𝘀𝘆. When priorities shift or execs get nervous, you don’t panic. You create clarity, keep your team focused, and move things forward. If you’re reading this and thinking, “this is how I’m already operating”, you’re likely overdue for a promotion conversation. And if your manager hasn’t noticed yet? That doesn’t mean you’re not ready. Start documenting the strategic impact you’re making. Get feedback from peers and skip-level leaders. Make your case clear. Because the best Directors don’t wait to be chosen. They start leading like they’re already in the role. Hop on my calendar if you are ready for your next promotion. (Link in comments) #promotion #leadership #careers #personaldevelopment #careeralchemy

One of the hardest career leaps? Manager to Director. While the day-to-day may not look drastically different, the expectations are. Directors aren’t just responsible for getting things done, they’re responsible for thinking bigger, leading broader, and influencing far beyond their immediate team. The good news? Most Managers aren’t as far off as they think. If you’re aiming to bridge the gap, here are a few shifts to start making: - Zoom out. Focus on long-term impact, not just immediate outcomes. - Think strategically. Present ideas that solve bigger business problems or unlock new opportunities. - Expand your influence. Volunteer for cross-functional projects and mentor peers. - Strengthen your leadership presence. Lead meetings, communicate clearly at all levels, and make your wins visible. - Act the part. Show you're already thinking and operating at a Director level, even before the title. - Know the business. Understand the metrics that matter and how your work drives them.

Everyone loves the idea of making it to Director or VP. "You've made it," they say. Most people think it means: - Spending all day in meetings - Reviewing slides other people made - Delegating everything and calling it leadership Here's what they don't see: - Making trade-off decisions with 60% of the information you need - Absorbing pressure from above while protecting the team below - Being accountable for outcomes you don't directly control At this level, there's no one to escalate to. What I mean is: 1/ You don't just lead your team → You navigate politics across functions you don't own → You build alignment with stakeholders who have conflicting incentives 2/ You have real authority (and real accountability) → No safety net if a decision goes sideways → Your name is on the strategy whether it works or not 3/ You set the direction → But that means holding the ambiguity nobody else can hold → And adapting when the business shifts priorities mid-quarter. Again. And with that you get: ✅ The ability to shape something at scale ✅ The satisfaction of developing leaders who outgrow you ✅ A front-row seat to how organizations actually work (messy and all) It's one of the hardest jobs in tech. And one of the most underestimated. If you're in it, you already know. 🔖 Want a PDF my leadership resources? Get them free here: https://lnkd.in/gtEQnu9U ♻️ Share to remind your network: Directors & VPs aren't managing meetings. They're managing complexity at scale. ➕ Follow Ling Abson for practical leadership advice .

What I Bring to the Table: I’m not just an IT professional—I’m a problem solver, strategist, and trusted advisor who ensures technology serves the business, not the other way around. I bring a mix of technical expertise, leadership, and a mission-driven mindset that turns IT from a cost center into a competitive advantage. What I Can Do for a Potential Employer: • Optimize IT Infrastructure – I design and implement secure, scalable, and efficient networks that keep operations running smoothly. • Enhance Cybersecurity Posture – I assess risks, implement security measures, and ensure compliance to protect business-critical data. • Drive IT Strategy – I bridge the gap between business goals and IT capabilities, ensuring technology supports long-term growth. • Lead & Mentor Teams – I develop IT teams that are proactive, skilled, and aligned with the company’s mission. • Manage Large-Scale Projects – I oversee migrations, cloud transitions, and system upgrades with minimal downtime. • Improve Efficiency & Cost Savings – I identify and implement solutions that reduce costs, increase productivity, and eliminate redundancies. The Perspective I Bring: I think beyond IT—I see how technology fits into the bigger picture. My Marine Corps background instilled discipline, adaptability, and a get-it-done attitude. I understand that IT is more than just hardware and software—it’s the backbone of a company’s success. I bring a business-minded, security-first approach that ensures technology is working for the organization, not against it. Why It Matters: I don’t just fix problems—I prevent them. I don’t just manage systems—I optimize them. And I don’t just implement technology—I align it with business goals to create a stronger, more secure, and more efficient operation.

You’re not stuck at Director because you're not working hard enough. You're stuck because the game changed and no one gave you the rulebook. Here’s what shifts when you go from Director ➡️ VP → 1. Less executing. More steering. Directors are doers. VPs are drivers. If you're still focused on perfect execution, you're playing too small. The shift: From “What needs to get done?” To “What moves the business forward?” → 2. Visibility ≠ Influence. Just being seen isn’t enough. You need to be seen by the right people for the right things. Try this in your next 1:1: "I’d love your input on aligning my work with upcoming strategic priorities so I can position for more impact." → 3. Performance ≠ Promotion. Delivering results won’t guarantee a promotion. Being essential to your team won’t either. You need to be essential to the business. What to look for: • Are execs quoting your insights? • Are you asked to weigh in on strategy? • Are your projects tied to business outcomes? Because VPs don’t just do the work. They shape the future of the company. If you’ve been stuck at Director for 2+ years this is the clarity you needed. Now it’s time to level up with intention. You’ve got this. ♻️ Found this helpful? Repost to support other leaders in your network. ➕ Follow Maya Grossman for no-fluff advice on career growth, promotions, and executive mindset.