1. Authority- the CIO/CTO role must be granted the authority to perform the necessary functions. This must be granted at the highest C- executive level and clearly and openly communicated within the company.
The correlating trait necessary is accountability. Accountability must be clearly assumed by the CIO for Technology, information and all services and areas that the role has oversight of.
It should be understood when you assume the role that you be given the tools necessary to meet any criteria or directives. This should be spoken of clearly and clearly defined before assuming the role. Example- you are hired as a CIO to “fix” the production division. The production division has had poor management and is underproducing. You clearly state that in order to meet this objective you have review of the new Production Manager candidates and a vote in the hiring decision. You also request 800k to replace the antiquated core system with a 3-year implementation schedule.
2. Communicate value- to succeed you must be able to clearly communicate the value of your delivery. This should be done with:
a. financial data such as ROI, reports showing increased revenue, decreased spending etc.
b. statistical data such as reporting showing greater uptime, productivity, response time, help desk services hours etc.
Communicate Technology department wins and accomplishments openly and publicly via email and intranet to company employees so that the value and service of Technology is clearly seen by everyone on a regular basis.
3. LEAD-
a. Through change- The greatest attribute of technology leadership is the ability to help the corporation navigate change at every level. Change equals loss at the most basic level and therefore change makes people fearful. Take time to discover what loss is at the heart of the fear surrounding any change you make. Discuss it openly to help any who are fearful to understand and mitigate real loss and benefit from the gain.
b. Through difficulty- technology is fraught with difficulty. There are many moving complex parts and things break. When things go wrong own the mistake openly, completely and help everyone navigate through the break to the fix. This will include covering your employees when they make a huge mistake wittingly or unwittingly, natural disasters, flaws in design or execution.
c. Your team- build a team – this is important- bring in every member of technology at every level in regular meetings, lunches, after work gatherings. They need to be able to openly share with each other and you in a trusting environment. Take the time to build that environment and trust. This is not easy. There will always be members who are contentious, unwilling or just want to undermine you.
d. Give back- make each of your technology folks feel valued because they are. Each is different. Find ways through offering flex time, training, tuition reimbursement, salary increases, titles, office upgrades, etc. Ask them what they need. Help them to understand which things you can help with and do it. Each of them can and should receive something to help and encourage. Fair is not equal and likely they will get different things at different times. That is ok.
Technology leadership models- CIO of a corporation or CEO of your own consulting? Both require that you have all three areas of business in play: sales, operations and finance. You need all three to have a business that works. When you work for a corporation you serve the corporation and your job is to make it succeed. When you work for yourself your job is to serve your clients and make them succeed. To do this you must learn to deeply listen.
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