Both IT managers and employees share responsibility for succeeding on the job in trying times, says best-selling author Bob Nelson, who has made a career of studying what works on the job--in particular, the kinds of things where one individual can effect positive change in the company. (Nelson is the author of 1001 Ways to Reward Employees and Please Don't Just Do What I Tell You! Do What Needs To Be Done.)

InformationWeek's Diane Rezendes Khirallah spoke with him in early November.

InformationWeek: How is the economic downturn different for IT professionals than other professional-class workers?

Bob Nelson: IT has become a more convenient target: you're paid more; you're expected to be doing more. The more you make, the more you have to contribute.

This may be a reality check: companies are asking, "Are we getting our money's worth from our IT department?" Maybe IT salaries had swung beyond market worth. It's "gee, we're paying IT more than the sales guys, and the sales guys are the ones bringing in the money."

InformationWeek: So how can the IT pro make him- or herself more valuable?

Nelson: Rise to the occasion. Be the person to come up with things to do to cut the budget, leverage sales with minimum cost to existing clients. For example, a database analyst can do some things to mine data, analyze customer and buying patterns, and suggest ways to leverage existing information.

InformationWeek: But everyone's so risk-averse now. What can managers do to support their staff?

Nelson:: Give people information: the lay of the land, cash flow, collections. By having information, they can't help but use it more responsibly. It's not your job to protect them from reality, but to make it clear that their help is more essential than ever before.

InformationWeek: Any specific ideas on the best ways to share the information? Nobody wants to be the bearer of bad news.

Nelson: This is not the time to have closed-door meetings. Give information even as it emerges. Be open honest, inviting--inspiring even. Don't worry that the information might change.

Good management gets below the surface. With tech people, it's harder to do; you don't want to act in a touchy-feely way. Let them know "you're a valued member of the team." In changing times, you see a different side of employees come forward. They can either rise to the occasion, or sink to paranoia. And you can't tell who will be which--people have a secondary style under stress.

InformationWeek: For example?

Nelson: Sure. My wife had an employee who told her out of the blue that he was leaving. He took something from a company meeting that the project he was working on was unimportant, and spun it around in his head 150 times--so he decided to get another job. By then it was too late for him--but it prompted her to check in with her other people. One guy who was thinking about leaving, based on talking with her, took a renewed interest in his project.

InformationWeek: What if there are layoffs--and you're left behind? Is there 'survivor guilt' of sorts?

Nelson: There's definitely guilt for those who remain, especially friends. The challenge is to get people out of that mode.

You can grieve for a day or so, but then get going. The best leaders are forward-looking and positive. Look at the mayor of New York: he's not swearing or complaining about terrorism. He's doing the best he can in a visible way.