As information technology (IT) becomes increasingly central to the teaching, learning, and research missions of colleges and universities, the expectations of the IT department's customers continue to grow at a rate that far outstrips the growth in resources to meet that demand. As a result, managers in the IT organization--from the executives to the line-level supervisors--are asked to do more with less, to provide well-trained staff to deal with an ever-increasing variety of technologies, and to anticipate and plan for change on an almost daily basis. In such an environment, technical prowess is not enough to succeed, for the organization or the individual. Technology managers frequently discover that getting the job done through others requires a completely different skill set from the technical expertise that got them the job in the first place, a skill set in which they do not get much training. If IT organizations want to succeed, it is in their interest to become proactive about developing and enhancing the management skills of the people who run their units. The Information Technology Unit (ITU) at George Mason University has made such a commitment. The ITU consists of nearly 300 professional staff and librarians and several hundred student workers on four campuses, with about 70 managers at various levels. For the past five years, the ITU has held regular management retreats and other professional development activities designed to improve management skills. This article discusses a set of competencies called The Four Pillars, a workable--and memorable--framework for a managerial development program. These Four Pillars are: (1) Knowing the Organization; (2) Leading and Managing People; (3) Managing Resources; and (4) Communicating Effectively. (Contains 1 figure.)