Good decisions come from enrolling all affected users and administrators. Others may have valuable input or bring to light issues you haven't yet considered. Plus, it's rare to find supervisors who actively seek input from their subordinates and engage in discussions about key policies. Make it clear you'll make the final call, but make it equally clear that you solicit the conversation and value the results that come from it. (Frankly, this is good advice for any manager, not just for IT pros managing other IT pros.)

Direct reports learn what concepts and ideas you value and what concerns you. From seeing such conversations and witnessing your transparent decision-making process, they begin to pick up on your steps, the questions you ask, the angles you consider and, in short, they grow as leaders and decision-makers, too. As you well know, the higher you go in the corporate food chain, the more emphasis is placed on your ability to make good decisions quickly. That's an acquired skill&mash;and one you can properly demonstrate to your direct reports.

How-To:

It's easy for someone just out of school to think he has all the answers and knows best. We've all been that cocky, upstart 22-year-old right out of school who considers entrenched wisdom and process dumb. Teach your subordinates that "Why don't we just..." is never a good way to start a sentence and perhaps "What is the preferred way..." is a better icebreaker.

Don't Be Afraid to Invest in Training.